is the periodic process of developing a set of steps for an organization to accomplish its mission and vision using strategic thinking. Putting the pieces of the puzzle together. provides a sequential, step-by-step process for creating a strategy, involves periodic group strategic thinking (brainstorming) sessions, requires data/information, but incorporates consensus and judgment, establishes organizational focus, facilitates consistent decision making, reaches consensus on what is required to fit the organization with the external environment, and results in a documented strategic plan

1. Strategic Planning

2. Strategic Planning
• is the periodic process
of developing a set of
steps for an
organization to
accomplish its mission
and vision using
strategic thinking.
• Putting the pieces of
the puzzle together.

3. Planning Sessions
Periodically, strategic
thinkers come together to
reach consensus on the
desired future of the
organization and develop
decision rules for
achieving that future.

4. Strategic Planning
• provides a sequential, step-by-
step process for creating a
strategy,
• involves periodic group strategic
thinking (brainstorming) sessions,
• requires data/information, but
incorporates consensus and
judgment,
• establishes organizational focus,
• facilitates consistent decision
making,
• reaches consensus on what is
required to fit the organization
with the external environment,
and
• results in a documented strategic
plan

5. Plans and Planning
Plans are useless, but
planning is invaluable.
Winston Churchill

6. Guidelines
• Decision consistency is
central to strategy
• When an organization
exhibits a consistent
behavior it has a
strategy
• Low cost provider
• CEO of Southwest
Airlines Herb Keller

7. Analyzing and understanding the situation
(1) external
environmental
analysis;
(2) internal environmental
analysis;
(3) the development or
refinement of the
organization's
directional strategies.

8. Doing the “right” thing
Success is a matter of
being effective in the
environment – doing the
“right” thing.

9. Resources, competencies, and
capabilities of the organization
Strategy is additionally
influenced by the internal
resources, competencies,
and capabilities of the
organization and
represents “what the
organization can do.”

10. Directional Strategies
Finally, strategy is driven
by a common mission,
common vision, and
common set of
organizational values and
goals – the directional
strategies
•What the organization
wants to do

11. Strategy Implementation
Implementation plans are
made up of strategies
developed in the key
areas that create value for
an organization –
•service delivery
•support activities
Making Strategy Work
Buy-in and Ownership

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13. Thank You
John Cousins
jjcousins@gmail.com