1. MISSION AS NEVER BEFORE EKUC YOUTH LEADERSHIP CONFERENCE---24 TH -29 TH, NOV.2014 STRATEGIC PLANNING Pr. Dan Abuya ---MISSION AS NEVER BEFORE! ---EKUC YOUTH LEADERSHIP CONFERENCE 2014---

23. Analysis Problem Analysis SWOT Analysis Objective setting Where do we all want to go? Strategy How will we get there? Monitoring& Evaluation How will we measure progress and results? What are our challenges? How do we resolve these? Applying Lessons Learnt How do we move forward? What changes must we make? PLANNING EVALUATION

24. Example 1 Inputs Activities Outputs Outcomes Impact How? Reduce the number of people living in poverty within the Lavington area Why? 50% of those receiving entrepreneurial skills through LSDAC have reliable sources of income. What we want? Expert trainers Training venue ICTs platform Entrepreneurship training centre established. 100 people trained per year. Hold training workshops on entrepreneurial skills. Establish professional networking forum for young trainees.

25. Think about these things when leading on change: Lead your team, not manage It is not a test but team work Change is not an event but a process Your attitude will determine your altitude. Serious assignment demands simplicity

26. Annual Work Plan Operationalises the Strategic Plan. –Are the outputs/activities linked to the results of SP? –Are the outputs/activities contributing to resolving issues already identified? –Do we have clear targets? –Are we able to measure the results we are targeting? –Are we realistic in our targeting (budgets, time, other activities)

27. Draft plan includes: 1.Mission statement 2.Vision 3.Goals to be accomplished in 3-5 years 4.Internal strengths and weaknesses 5.External opportunities and threats 6.Critical issues facing the organization 7.Action plan for each critical issue 8.Accountability : timetable for each action item

28. Steps to follow for successful strategic planning 1.Determine why you want to develop a plan 2.Ensure that the organization’s leadership is committed to the process 3.Form a strategic planning group 4.Analyze your situation SWOT 5.Develop a vision for the future 6.Prepare or revise mission statement 7.Identify most critical issues for the organization 8.Prepare action plans, with 3-5 year goals 9.Draft a plan to be reviewed by stakeholders 10.Implement the plan with the intent of modifying as changes arise 11. Update the plan annually

29. UONSDA CHURCH STRATEGIC FOCUS

30. Outcome 1 75% of all registered Adventists consistently uphold their Adventist faith upon University exit. Objective 1 To increase the retention rate among all students who declare their Adventist faith upon University entry.

31. Outcome 2 10,000 non- Adventists in Kenya reached with the Gospel annually through Student Outreach Ministry. Objective 2 To empower UONSDA Adventist students for effective Gospel evangelism across Kenya.

32. Outcome 3 80% of UONSDA Church programmes effectively implemented with increased efficiency and sustainability Objective 3 To increase the organisational capacity of UONSDA Church to implement programmes effectively, efficiently and sustainably.

33. 10,000 non-Adventists in Kenya reached with the Gospel annually through Student Outreach Ministry Music ministry strengthened Chaplaincy ministry operationalised City evangelism operationalised 2 evangelistic campaigns held Literature evangelism established Apologetics forum activated Campus seminars operationalised

34. Strategic Implementation The Poor Cousin.

41. Strategic Implementation Importance of implementation vs. strategy development? Issues?

42. Strategic Implementation “The best game plan in the world never blocked or tackled anybody.” V. Lombardi “We would be in some form of denial if we didn’t see that execution is the true measure of success.” C. Michael Armstrong

43. Strategic Implementation “AT&T, Campbell Soup, Gillette, Eastman Kodak, Xerox. All these companies should be succeeding but aren’t. Why? Because they don’t know how to execute.” Larry Bossidy, Chairman and former CEO of Honeywell.

44. Strategic Implementation “People think of execution as the tactical side of business, something leaders delegate while they focus on the perceived ‘bigger issues’. This idea is completely wrong. Execution has to be built into a company’s strategy, its goals, and its culture. And the leader of the organization must be deeply engaged in it.” Larry Bossidy, The Discipline of Getting Things Done.

45. Strategic Implementation “When you manage these processes in depth, you get robust results. You get answers to critical questions: Are our products positioned optimally in the marketplace? Can we identify how we are going to turn the plan into specific results for growth and productivity? Are we staffed with the right kinds of people to execute the plan? How do we make sure the operating plan has sufficient specific programs to deliver the outcome?”

46. Implementation is Different Operation-driven rather than market- driven. Action-oriented, make-things-happen tasks. Strategy requires few; execution requires everyone.

47. Implementation is Tougher Why is it tougher? More time consuming challenge Wide array of managerial challenges Many options to proceed Demanding people-management skills Perseverance to get initiatives moving Number of unexpected issues Resistance to change, misunderstandings. Difficulties of integrating efforts across groups.

48. Strategic Implementation Most know what it is: few know how to get things done. Three keys to keep in mind: Execution is a discipline, and integral to strategy. Execution is the major job of the business leader. Execution must be a core element of an organization’s culture.

49. Strategic Implementation  Among other things, implementation has to do with;  Rigorously discussing ‘hows’ and ‘whats’, questioning, tenaciously following through.  Ensuring accountability  Making assumptions about the business environment  Assessing the organization’s capabilities  Linking strategy to operations and the people who are going to implement  Linking rewards to outcomes  Changing assumptions as the environment changes  Upgrading the company’s capabilities to meet the challenges of an ambitious strategy.

50. Strategic Implementation “The heart of execution lies in the three core processes: the people processes, the strategy processes and the operations processes.” Larry Bossidy, Execution. The Discipline of Getting Things Done.

51. A Framework for Executing Strategy. Entails converting the organization’s strategic plan into action and results. Job for the whole management team. Affects every part of the firm. Each manager must answer, ‘what has to be done in my area to implement our part of the strategic plan, and what must I do to get these things accomplished?’ All managers become strategic implementers in their areas and all employees are participants.

52. A Framework for Executing Strategy Least charted and most open-ended area. Based on individual company situations. Know basics that must be covered – some more than others, depending on changes

53. A Framework for Strategy Implementation. Implementation should be addressed initially when the pros and cons of strategic alternatives are analyzed. Some strategies cannot be executed by some companies! Form follows function – can vary even by department.

54. Implementation of Change Over half of 93 Fortune 500 companies surveyed had execution problems: Took more time than planned. Unanticipated major problems. Ineffective coordination. Loss of focus on implementation. Employees incapable, inadequately trained. Environmental factors Inadequate leadership Tasks poorly defined Information systems inadequate to monitor properly.

55. The ‘Big 8’ Components of Implementation. The Strategy Implementer’s Action Agenda what to do now vs. later? What requires much time and personal attention? What can be delegated to others. Build an organization with the competencies, capabilities, and resource strengths needed for successful strategy execution. Allocating ample resources to strategy-critical activities. Establish strategy-supportive policies. Instituting best practices and pushing for continuous improvement. Installing information, operating and operating systems that enable company personnel to better carry out their strategic roles proficiently. Tying rewards and incentives to the achievement of key strategic targets. Shaping the work environment and corporate culture to fit the strategy Exercise the strategic leadership needed to drive implementation forward.

56. Leading Strategic Implementation Depends on nature and degree of strategic change. Probing assessment of what the organization must do now – and what it must do differently and better to carry out the new strategy.

57. Strategic Implementation One make-or-break determinant is how well top management leads the process. Middle and lower management need to push actions to the front lines and see the strategy is well executed. The real implementation skill is being good at determining what it will take to execute the strategy proficiently.

58. Strategic Implementation Senior management communicate, communicate and then communicate some more: Communicate the case for change Build consensus for how to proceed Install strong allies in key positions Urging and empowering to get process moving Establish measures and deadlines Reward those who achieve milestones Reallocate resources Personally preside over the strategic change process

59. Strategic Implementation  Most important leadership trait is a strong, confident sense of ‘what to do’ to achieve the desired results.  Knowing what to do comes from understanding the circumstances of both the organization and the industry as a whole.  This is not about ‘micromanaging’ but about assigning tasks, making sure that people understand priorities, asking incisive questions, staffing and then following up with measurement.

60. ---MISSION AS NEVER BEFORE! ---EKUC YOUTH LEADERSHIP CONFERENCE 2014---