1. Darren Blagburn, Institutional Effectiveness blagdarr@isu.edu x1846

2. ISU’s Strategic Planning Process
1. Gather Facts
2. STEEP/SWOT Analysis
3. Define Inputs
4. Define Vision
5. Define Mission
6. Define Core Themes
7. Develop Strategies
9. Complete Assessments
10. Review & Adjust
8. Develop Measures
This slide simply shows the process the Strategic Planning Working Group followed.
By gathering facts we identified who the Customers, stakeholders, and competitors are.
Defined Strengths, Weaknesses, Opportunities, Threats then used the latter to identify problem statements (review inputs)
Created Vision, Mission and Value Statements
Developed Priority issues, action plans, and matrices to support those issues
Annually evaluate and adjust the action plans if they are not accomplishing the objectives.

3. Today’s Objectives Task: Using STEEP-L create a SWOT list
End State: A consolidated SWOT list
Timeframe: DONE in 2.5 hrs

4. SWOT Analysis Strengths Weakness Threats Opportunities
What does this institution do better than others?
What are our unique selling points?
What do our competitors and customers in our market perceive as our strengths?
What is the University’s competitive edge?
Weakness
What do other institutions do better than our institution?
What do competitors and customers in our market perceive as our weaknesses?
Internal External
Threats
What political, economic, social-cultural, or technology (PEST) changes are taking place that could be unfavorable to us?
What restrictions do we face?
What is your competition doing that could negatively impact the University?
Opportunities
What political, economic, social-cultural, or technology (STEEPL) changes are taking place that could be favorable to the Institution?
Where are there currently gaps in the market or unfulfilled demand?
What new innovations could the institution do?

5. Analyzing SWOT

6. SWOT Strengths and Weaknesses:
An organization’s strengths are its resources and capabilities that can be used as a basis for developing a competitive advantage.
The absence of certain strengths may be viewed as a weakness.
Consider employee competencies, organizational structure, facilities and equipment, fiscal position, technology and communication, culture and values
Listed here are some areas where you might look for strengths and weaknesses in your organization; for example, employee competencies. Do your employees have the right skills and are they efficient in their use – Yes would indicate a possible strength while no would indicate a weakness.
Organizational structure – is it streamlined – could it be more efficient.
Do you have up-to-date facilities, equipment and technology
Ask class to brainstorm and list in book some other areas where they might specifically look for strengths and weaknesses
OR-B

7. SWOT
Opportunities:
An external environmental analysis may reveal certain new opportunities for mission success and growth.
Consider an unfulfilled customer need, arrival of new technologies, loosening of regulations, removal of barriers
Ask students what kind of opportunities they see for their organization. Listen closely to responses to clarify whether what they list is a strength (internal) rather than an external opportunity. Discuss the possibility of making new service offerings through change in force structure, establishing training sites like Mistatatuck in IN or The Tunnel in WV. Technology, new missions, revenue sources, etc.
OR-B

8. SWOT
Threats:
Changes in the external environment may present threats to the organization.
Consider shifts in customer’s requirements away from how we do things now, the emergence of substitute products, new regulations, increased barriers.
Threats, like opportunities, come from the outside. For both external factors consider interviewing customers, suppliers, stakeholders for all areas and levels.
Ask students what they see as possible threats to their organization currently.
OR-B

9. STEEP-L
Social:
An organization’s strengths are its resources and capabilities that can be used as a basis for developing a competitive advantage.
The absence of certain strengths may be viewed as a weakness.
Consider:
Employee competencies
Organizational structure
Facilities and equipment
Fiscal position
Technology
Communication
Culture
Religion
values
Listed here are some areas where you might look for strengths and weaknesses in your organization; for example, employee competencies. Do your employees have the right skills and are they efficient in their use – Yes would indicate a possible strength while no would indicate a weakness.
Organizational structure – is it streamlined – could it be more efficient.
Do you have up-to-date facilities, equipment and technology
Ask class to brainstorm and list in book some other areas where they might specifically look for strengths and weaknesses
OR-B

10. STEEP-L
Technology:
An external environmental analysis may reveal certain new opportunities for mission success and growth.
Consider:
Unfulfilled customer need
Arrival of new technologies
Loosening of regulations
Removal of barriers
Innovation
Communication
Energy
Transport
Research
Ask students what kind of opportunities they see for their organization. Listen closely to responses to clarify whether what they list is a strength (internal) rather than an external opportunity. Discuss the possibility of making new service offerings through change in force structure, establishing training sites like Mistatatuck in IN or The Tunnel in WV. Technology, new missions, revenue sources, etc.
OR-B

11. STEEP-L
Economy:
Changes in the external environment may present threats to the organization.
Consider:
Shifts in customer’s requirements away from how we do things now
The emergence of substitute products
New regulations
Increased barriers
Financing
International economic factors
Taxes
Savings
Inflation
Availability of jobs and entrepreneurship are considered
Threats, like opportunities, come from the outside. For both external factors consider interviewing customers, suppliers, stakeholders for all areas and levels.
Ask students what they see as possible threats to their organization currently.
OR-B

12. STEEP-L
Environment:
Changes in the external environment may present threats to the organization. Consider:
Shifts in customer’s requirements away from how we do things now
The emergence of substitute products
New regulations
Increased barriers.
Threats, like opportunities, come from the outside. For both external factors consider interviewing customers, suppliers, stakeholders for all areas and levels.
Ask students what they see as possible threats to their organization currently.
OR-B

13. STEEP-L
Politics:
Changes in the external environment may present threats to the organization. Consider:
Shifts in customer’s requirements away from how we do things now
Emergence of substitute products
New regulations
Increased barriers
Factors to be considered include political stability
Tax policies
Price regulations
Threats, like opportunities, come from the outside. For both external factors consider interviewing customers, suppliers, stakeholders for all areas and levels.
Ask students what they see as possible threats to their organization currently.
OR-B

14. STEEP-L
Legal:
Changes in the external environment may present threats to the organization. Consider
Shifts in customer’s requirements away from how we do things now
The emergence of substitute products
New regulations/accreditation requirements
Increased barriers
Threats, like opportunities, come from the outside. For both external factors consider interviewing customers, suppliers, stakeholders for all areas and levels.
Ask students what they see as possible threats to their organization currently.
OR-B

15. The SWOT Process
Using your worksheets and breaking into groups, develop a list in each category of SWOT data provided on the worksheets.
Breakout groups have 2 hr-15 mins to complete the exercise.
Select one person to present.

16. SWOT Products
The overall group then eliminates redundancy between groups, and loops and groups and creates categories
30 minutes to collect the information
30 minutes for Analysis

17. Strengths 1.

18. Weaknesses 1.

19. Opportunities 1.

20. Threats 1.