1. Strategic Planning:
What Is It? Key Pieces To
The “Planning” Puzzle?
g
Why Engage?
Written & Prepared By:
Philip C. Hickmon
CEO and President of Synergy
Allied LLC
1

2. 9/19/2007

3. What Is
Strategic
Planning?
It is a road map of
sorts…
This is where
organizations large and
small, define critical
business strategies.
Helps to provide
direction and focus for
parties.
all parties
“The best way to predict the future is
The
to create it.“
~ Peter F. Drucker
9/19/2007

4. Why Do
Organi ations
Organizations
“Strategically Plan?”
Organizations that
perform at the
highest l
hi h t levels h
l have
some sort of
formalized strategic
plan in place
Implementation is
critical—
critical—if you don’t
don t
allocate resources to
vital functions you will
flounder in attempts
to be successful and
competitive
9/19/2007

5. Mission (Purpose)
The “mission statement,” is a
mission statement
concise statement of “what
what
business we’re in.”
Usually has both an internal
dimension (a description of
di i ( d i ti f
functional activities,
activities,
products and services) and
services)
an external dimension (an
answer to the question,
“Who buys it, and why?”).
Defines organization’s
D fi i ti ’
“playing field” and sets the
g g
stage for the strategies
which follow
9/19/2007

6. Vision determines the
DIRECTION of the
organization
Vision
Vi i must reflect values and
t fl t l d
culture.
culture. This is “who we really
want to be, which includes our
dreams and aspirations ”
aspirations.”
A well-articulated vision should
well-
always balance the risks of
choosing an alternative
strategy.
In other words: There
must always be room for
opportunity
opportunity which leaves
open the possibility of
new strategies (emerging)
9/19/2007

7. Values
Traits or qualities that are
considered worthwhile; ;
they represent an
individual’s highest
p
priorities and deeply held
py
driving forces
Core values--Governing
values--Governing
Values
In other words: How
we want people to
behave with each other
in the organization, how
the organization will
customers,
treat customers
providers, suppliers
and the community
9/19/2007

8. Not “Strategically
Planning” IS Costly
Leading cause of
failure in
organizations is
g
not having a
strategic plan
(McKinsey R
(M Ki Report)
t)
Logic: Wander
aimlessly with
priorities changing
constantly and
employees confused
about the purpose of
their jobs
9/19/2007

9. Why is Wayne Gretzky
one of pro hockey s all-
hockey's all-
time greats?
He k t d to h
H skated t where th puck was
the k
going to be, not where it was
He literally anticipated his
teammates'' moves and d
competitors' reactions, he
dynamically positioned himself to
take the h t
t k th shot
This strategy has been tested (not
just theory)--- a system can make
it t the top using a similar
to th t i i il
approach
THE POINT: Failing to look
around or ahead is like skating
blindfolded. We will never know
how close we are to the goal
9/19/2007

10. Analysis w/o Paralysis
Is CRITICAL
Center on developing plans for
the future to develop a sober
assessment of your strengths,
weaknesses, opportunities and
threats as an organization
Those areas where you do well
will help you to determine what
you will attempt to capitalize on.
Those areas where you do not do
y
well may be important areas for
improvement strategies
The key is to obtain both external
and internal input.
input
9/19/2007

11. What Do You Have
With t “Sound”
Without “S d”
Planning
Have to rely
upon the short-
sightedness of
our competition.
Expectations are
E t ti
developed in a
void.
void
Don’t simply gather
hard data to draw
conclusions, soft
l i ft
data counts too.
9/19/2007

12. Implications Of
Building A
B ildi
Framework
Solidifies Alignment
Communication with key
business systems and
processes
Gives Organization an
Advantage
Strategic planning is a
y
way to make a little of
your own luck $$$
9/19/2007

13. Why Get
“Involved” In A
Strategic Planning
Process?
“You cannot understand
the parts of a system if
you do not investigate
the component parts
of a whole and their
relations in making up
the whole.
whole.”
~ Unknown
9/19/2007

14. How Do You Partner
With Stakeholders?
Partner and Commit: See it
through with them
Pay Care to the fundamentals
of Strategic planning
Mission: Your purpose
Vision: Desired future
Food For Thought:
Learn before You leap: Don’t
assume
Focus Q: Is what we want to
do fiscally responsible?
What is the worth and value?
Keep the communication
drivers real and simple
9/19/2007

15. Measure
EVERYTHIING
To track the implementation
schedule,
schedule budget and progress,
progress
use a measurement system from
productivity to rate calculations.
Compare against fi
C i t financial
i l
summary
Anything that costs $$ is relevant
Consider using a system that
also measures the intangibles--
management effectiveness,
innovation and potential for
further progress
This is actually moving from
strategic planning to strategic
management
9/19/2007

16. Let’s
Let s Put The
Puzzle Together…
Why do we exist as an
organization? Our Mission
Statement.
Where should we start? SWOT
Analysis.
Focus on internal and external
stakeholders--core
stakeholders--core processes
Where Are We Going? Vision
Statement
What would tell us if we arrived?
Metrics (measure performance on
EVERYTHING—
EVERYTHING—satisfies the
business case)
9/19/2007

17. The End
Some Parting
Wisdom……
In my experience, I have
realized that strategic
planning is a tool, not a
tool,
substitute for the
exercise of judgment by
j g y
leadership.
9/19/2007