1. Strategic
Planning
in an era of
Globalization
Nat Yogachandra
October 11, 2008

2. Book Titles
To be published: Globalization and Cultural Competency
www.natyogachandra.blogspot.com
www.hopeislife.org
Nat Yogachandra - www.google.com

3. What is the Nationality

4. What is the Nationality

5. What is the Nationality

6. What is the Nationality

7. The Big THREE
factors
 China has drove down the
cost of manufacturing
 Major Retailers are driving
down the cost of retailing
 India/other developing
countries are driving down
cost in services - outsourcing

8. Medical Tourists
A clinic recently
opened in Mumbai
Private heart surgery in England is $50,000
The same cost applies to joint replacement,
neurosurgery and cancer treatment
Hospitals in Thailand, Singapore, Malaysia,
India are competing to get foreign patients

9. Business Today
 Business are operated across cultures
today
 Definition of success now travel
beyond national boundaries
 Modern business has become more
competitive
 World on the edge
 US financial crisis - running out of
options
 India, China and Russia gaining power
 West is losing control - UN

10. What is a Business Plan
 It is the blueprint that sets you going towards your
goals. Look upon it as the roadmap that tells you
and the world how you expect your company
(organisation) to achieve its stated objectives.
 A business plan is an important communication
tool that details the financial strategy and goals of
the organisation.

11. Planning is about…
Planning is about learning
Planning is about increasing the
possibilities for the organisation
Planning is about discovering how fit the
organisation is for its environment
Planning is about discovering and telling
compelling stories about the future

12. Value Proposition
 Value proposition is what an organization does, that will
cause their clients to realize tangible benefits through
the use of their product or service.
 Value proposition is more than just the service you
provide; or how you sell, service, or distribute it.
 It’s how you string all those components together, to
best serve your clients and deliver them real value.
 Value proposition can be both a description of how your
organization adds value today, and also a concrete
statement of your vision for the future.

13. Basic Business Planning Process
Where are
we now
How do we Where do
know when we want to
we get there go
How do we
get there

14. Where are PEST analysis
we now SWOT analysis
How do we Where do
know when we want to
we get there go
What
needs to
be done
(Source: Glasgow Social Economy Partnership)

15. PEST Analysis
 Scan the external macro-environment
 Political
 Economic
 Social
 Technological

16. PEST Analysis
 Political  Technological Factors
 Tax policy  Automation
 employment laws  Technology incentives
 environmental  Technological change
regulations
 Political stability
 Economic Factors
 Economic Growth
 Interest rates
 Exchange rates
 Inflation rates
 Social Factors
 Health
consciousness
 Age distribution
 Emphasis on safety

17. SWOT analysis
OUR STRENGTH OUR WEAKNESS
 For the past three months, great  Fuzzy line of authority
progress observed (parents response
to our communications, quality of  Responsibility to individuals – no
program and implementation of our authority
promises)  Process & Procedures –
 Infrastructure- facilities implementation is weak
 Great show at the ICSE Board Exam  Difficulty in sustaining programs
Results in 2006  Quality of students joined last
 New members added to the faculty three months not promising
OUR OPPORTUNITIES THREATS
 More schools are coming in the
 Rising income for middle area with similar or better facilities
class families  IB is gaining popularity
 Government’s willingness to  Lack of a unique positioning of
issue more student visas our School (except for the
location)
 More housing estates in the  Positioning of the School –
neighboring area School for students with learning
disability or disciplinary problems

18. Where are PEST analysis
we now SWOT analysis
How do we Where do
know when we want to
we get there go
What
needs to
be done

19. Where do we want to go
Tool Purpose Benefit
Vision Statement of the Future Motivation and
Inspiration
Mission Describes how you will Communication and
achieve the vision understanding. Part of
belonging.
Values An organizations’ way Underpins all that you
of doing things do
Aims Describe a desired end Milestones between the
result present and the future

20. Vision and Mission Statements
 A vision statement: what the company wants to
be. It concentrates on future; it is a source of
inspirations and courage.
 A mission statement: tell you what the company is
now. It concentrates on present; it defines the
customers. The mission statement describes what a
foundation plans to do today to make the world a
better place for tomorrow.

21. Vision:
Increase and nurture parent
partnerships and collaborations that
will strengthen the educational,
cultural, economic and environmental
assets of the school and the
communities we serve.

22. Strategic AIMS
Strategic aims are statements of the results required
in order to ensure the survival, future viability and
progress of the organization
They are statements of results and not activities.
Strategic Aims have a number of qualities without
which they become vague and unattainable.
Therefore good objectives are SMART
S specific
M measurable
A agreed
R realistic
T imebound

23. Where are PEST analysis
we now SWOT analysis
How do we Where do
know when we want to
we get there go
What
needs to
be done

24. What Needs to be Done
Branding Business
(personality) model
Team. People
Differentiation
make a
Difference
What needs
to be done
Customer
Facilities
Loyalty
Word of Mouth, Database, Alumni
Product &
Communication Governance
Services
participatory, consensus oriented, accountable, transparent,
responsive, effective and efficient, equitable and inclusive and
follows the rule of law.

25. Where are PEST analysis
we now SWOT analysis
How do we Where do
know when we want to
we get there go
What
needs to
be done

26. How do we know when we get there?
Tool Purpose Benefit
Measures Provide a graduated Guide to progress for
scale for measuring achievement
size, quantity or quality
Targets A measured level of - Stretch
performance which an - Assist change
organisation can
achieve using the - Transferrable
resources it possesses
Measurement Gather data on - Delegation
Tools performance against - Evidence
measures
- Responsiveness

27. Targets
Academic Achievement
Students Caring Citizens
Life-Long Learner
Common Goal
Administrators Strong Communications
Empowerment
Parents/ Partnerships
Community Communication
Student Expectation

28. Strategic Business Plan Bring All Together
Where are PEST analysis
we now SWOT analysis
How do we Where do
know when we want to
we get there go
What
needs to
be done

29. The Strategic Planning Process - A Global View
Research - Ext & Internal Environments
Formulate Vision/Mission
Overarching Goals
Strategy Formulation
Strategy Implementation - Tactics
Evaluation & Control

30. The Process of Organizational Change
Changing world/Technology
Clarify the Establishing a sense of urgency
need to change Understand markets and competitive realities
Discussing crises and opportunities
Define the Forming a powerful guiding coalition
vision of the Creating a clear vision about how the future
might be different
future Communicating the vision
Implement the Modeling the new behaviors
Creating short-term wins
change process Changing the team
Institutionalizing the new behaviors

31. Thank You