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“ The  real path to greatness , it turns out, requires simplicity and diligence.  It  requires clarity , not  instant illumination.  It demands each of us to  focus on   what is vital  and to eliminate all of the extraneous distractions” - Jim Collins, author
AGENDA ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The One Thing… It’s 2008. What one thing did you accomplish in 2007 that you are most proud of?
What is it? Strategic  Planning
By the book (sort of) Strategic planning helps you pave the most direct path towards  your vision, saving you  time and money.
Getting there faster
Getting there faster
Why it matters Strategic  Planning
Intentional or unintentional
Focus, Focus, Focus
Leads the pack in tools Source: 2005 Bain & Co. Management Tools study
WHAT’S  HE DO ALL DAY? ,[object Object],[object Object],[object Object],[object Object],[object Object],** To be eligible for  Inc. 500 , companies have to be independent and privately held, have had at least $200,000 in net sales in Year 1 and $2 million in Year 5.
The bottom line…. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
… and the front door
“ The nicest thing about  not planning  is that failure comes as a  complete surprise  and is not preceded by a  period of worry and depression .”    Richard Palmer
Erica’s Top Ten
Being strategic is the end,  planning is merely the means.
Decide if you are organizing your thoughts or determining your strategic direction.
Don’t mix them up. Strategy Tactics &  Business as Usual
Know what mountain you are climbing.
Don’t plan in a vacuum. Get the  right  data.
Be the Best. “ You  don’t want  to be considered  the best  at what you do. You want to be known as  the only one  who does what you do.”    Bill Graham,  entertainer and  concert promoter
Figure out execution before the strategy. 95% of a typical workforce does not understand its organization’s strategy 90% of organizations fail to execute their strategies successfully  86% of executive teams spend less than one hour per month discussing strategy
Get real.
Strategy does not matter,    if your culture is askew.
It’s messy, don’t strive for perfection.
Use a strategy framework. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Key Elements in  your Plan Strategic  Planning
Skip the semantics. Where are  we now? How will we get there? Where are  we going?
Where are we now? Mission statement:  To define the organization’s core purpose. Why do we exist?  Values statement or guiding principals:  To clarify what you stand for and believe in.  SWOT:  To assess the particular strengths, weaknesses, opportunities, and threats that are strategically important to your organization.
Where are we going? Sustainable competitive advantage:   To define what you are best at. What can your organization potentially do better than any other organization? Vision statement:  To explain where you are headed, your future state. To formulate a picture of what your organization’s future makeup will be and where the organization is headed. What will our organization look like in 5-10 years from now?
How will we get there? Strategic objectives/priorities:  Long-term, continuous strategic areas that get you moving from your mission to achieving your vision. (3-5 year) Short-term goals/initiatives:  Effective goals clearly state what, when, how, who and are specifically measurable. (1-3 year) Action items:  To set specific actions items that lead to implementing your goals.  How will we being to achieve our goals in the next 90 days?
Example – Parks Dept.
How do I grow? Current Products/Services   New Products/Services Market Penetration Product and Service Development Geographic, Segment and/or Channel Expansion Innovation/ Diversification
Execution, Execution, Execution Strategic  Planning
So now you have a plan… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
How to get your  plan moving? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object]
To your path of success, wherever it may lead you
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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Strategic Planning: Moving from Point A to Point B Faster

  • 1. “ The real path to greatness , it turns out, requires simplicity and diligence. It requires clarity , not instant illumination. It demands each of us to focus on what is vital and to eliminate all of the extraneous distractions” - Jim Collins, author
  • 2.
  • 3. The One Thing… It’s 2008. What one thing did you accomplish in 2007 that you are most proud of?
  • 4. What is it? Strategic Planning
  • 5. By the book (sort of) Strategic planning helps you pave the most direct path towards your vision, saving you time and money.
  • 8. Why it matters Strategic Planning
  • 11. Leads the pack in tools Source: 2005 Bain & Co. Management Tools study
  • 12.
  • 13.
  • 14. … and the front door
  • 15. “ The nicest thing about not planning is that failure comes as a complete surprise and is not preceded by a period of worry and depression .”   Richard Palmer
  • 17. Being strategic is the end, planning is merely the means.
  • 18. Decide if you are organizing your thoughts or determining your strategic direction.
  • 19. Don’t mix them up. Strategy Tactics & Business as Usual
  • 20. Know what mountain you are climbing.
  • 21. Don’t plan in a vacuum. Get the right data.
  • 22. Be the Best. “ You don’t want to be considered the best at what you do. You want to be known as the only one who does what you do.”   Bill Graham, entertainer and concert promoter
  • 23. Figure out execution before the strategy. 95% of a typical workforce does not understand its organization’s strategy 90% of organizations fail to execute their strategies successfully 86% of executive teams spend less than one hour per month discussing strategy
  • 25. Strategy does not matter, if your culture is askew.
  • 26. It’s messy, don’t strive for perfection.
  • 27.
  • 28. Key Elements in your Plan Strategic Planning
  • 29. Skip the semantics. Where are we now? How will we get there? Where are we going?
  • 30. Where are we now? Mission statement: To define the organization’s core purpose. Why do we exist? Values statement or guiding principals: To clarify what you stand for and believe in. SWOT: To assess the particular strengths, weaknesses, opportunities, and threats that are strategically important to your organization.
  • 31. Where are we going? Sustainable competitive advantage: To define what you are best at. What can your organization potentially do better than any other organization? Vision statement: To explain where you are headed, your future state. To formulate a picture of what your organization’s future makeup will be and where the organization is headed. What will our organization look like in 5-10 years from now?
  • 32. How will we get there? Strategic objectives/priorities: Long-term, continuous strategic areas that get you moving from your mission to achieving your vision. (3-5 year) Short-term goals/initiatives: Effective goals clearly state what, when, how, who and are specifically measurable. (1-3 year) Action items: To set specific actions items that lead to implementing your goals. How will we being to achieve our goals in the next 90 days?
  • 34. How do I grow? Current Products/Services New Products/Services Market Penetration Product and Service Development Geographic, Segment and/or Channel Expansion Innovation/ Diversification
  • 35. Execution, Execution, Execution Strategic Planning
  • 36.
  • 37.
  • 38.
  • 39. To your path of success, wherever it may lead you
  • 40.