Introduction to strategic planning Dr. Salim Hajje conference about Strategic Planning, he helped many private companies & government organizations to formulate and implement their: Vision, Mission, KRA, Goals, Objectives, Tasks, Strategies &Tactics-

2. Introduction to Strategic Planning Vision, Mission, KRA, Goals, Objectives, Tasks, Strategies &Tactics Dr. Salim Hajje Ph.D.

4. Defining your company's purpose mission.

5. Deciding what you want the business to look like in three to five years.

6. Recognizing your company's

7. Strengths

8. Weaknesses

9. Opportunities

10. Threats

12. Competition is becoming tougher.

13. Long-term Financial goals

14. To involve employees to have a shared vision.

15. Communicate with Bankers & Key Stakeholders

18. Economical Magazines / News Papers

19. Industry Analysis

20. Industry Associations

21. Chambers of Commerce

22. Major Banks Economical Publication

23. Central Banks

24. Ministry of Economy

27. Agree in advance that creativity is desirable.

28. Write down the essence of what the group discusses and decides.

29. Equip the room with a LCD projector, flip chart, felt tip markers, etc.

30. Follow an agenda. See Appendix A. After the opening comments, a review of the session's procedures and a report on the economic environment, you are ready to begin the most important part of the process.

31. Analysis of Strengths, Weaknesses, Opportunities & Threats (SWOT)

32. SWOT – Examples Examples of Strengths, Weaknesses, Opportunities &Threats that might be suggested by participants during the SWOT analysis:

33. SWOT – Mind Map

34. Vision Mission Mission Statement The mission and vision serve as the two end points for the path of the strategic plan.

35. MY JOB Purpose Mission Mission Statement The mission must have a higher-order purpose, and it must help you & your employees understand why you come to work each day

37. Products and services offered.

38. Clientele served.

39. Nature and location of the business's marketing territory.

40. Areas of specialization.

42. Mission Statement - Examples

44. Improve financial condition.

45. Keep pace with or outdistance the competition.

46. Improve efficiency and productivity.

47. Achieve and maintain superior customer service.

48. Increase utilization of technology to improve operations.

49. HR development and training .

50. Improve internal communications.

51. Improve distributor and/or supplier relationships.

52. Improve public relations, advertising, promotions, etc.

53. Improve or enhance products and services.

54. Capitalize on the physical facilities.

55. Capitalize on or improve organizational structure.

57. Vision Strategic Goal Objective Objective Objective Objective Objective Mission Strategic Goals & Objectives Multiple objectives are the intermediate steps toward the strategic goal and ultimately the vision.

58. Strategic Goals & Objectives Vision Usually there will be five or six objectives derived from each Goal. It is important to make SMART Objectives Strategic Goal #1 Management Reengineering Objective # 1 HR System Development remuneration Objective # 5 improve internal relationship & communication Objective # 2 HR training Objective # 4 equipment , tools, physical environment Objective # 3 Employ qualified people Mission

59. Strategic Goals & Objectives Vision Usually there will be five or six objectives derived from each Goal. It is important to make SMART Objectives Strategic Goal #2 Increase Sales Objective # 1 CRM Objective # 5 Build resellers network Objective # 2 Members 400 Objective # 3 Retail $ 1,200,000/year Objective # 4 Increase sales / client / year by 20% Mission

60. Tasks TASKS: HOW TO FOCUS ON WHAT REALLY NEEDS TO BE DONE We still need to achieve a third level of definition of what has to be done. The goals are the first level while the objectives are the second level. The third level is tasks, which are important to bring the vision down to the operational level (see Figure 5-4). The tasks are those things that must be done in the next year to get the company on the path toward goal accomplishment.

61. Vision Strategic Goal Objective Objective Tasks Tasks Tasks Tasks Mission Tasks Tasks are the many mission-essential things you must do each day. They are the intermediate steps to the objectives.

62. Strategies HOW TO PUT YOUR GOALS AND OBJECTIVES INTO MOTION How you put the goals and objectives into motion? Goals and objectives make up what you are to do, and the strategies and tactics describe how you plan to do it. Goals & Objectives = WHAT Strategies & Tactics = HOW

63. Vision Strategies are the big picture “how” you plan to reach your goal. Strategic Goal #1 Objective Objective Objective Tasks Tasks Tasks Tasks Strategies Objective Mission Strategies

64. Vision Strategic Goal #1 Objective Objective Objective Tasks Tasks Tasks Objective Tasks Tactics Mission Tactics Tactics are the short-term “HOW” you plan to reach your goal.

65. Strategies - Examples Examples of strategies . Here are a few, some of which you’ll readily recognize: Nike signs celebrity athletes well in advance of their hitting their peak exposures. Pepsi’s use of rock stars to endorse its products was a strategy that caught the competition asleep with respect to the younger market. Apple Computer’s decision to use a closed architecture in its early days (as opposed to the PC’s open approach) influenced the future of the company.

66. Budgeting and the Strategic Plan The strategies and tactics that you choose will affect revenues and expenses to differing degrees. You need to consider the potential impact of each objective on both revenues and expenses so that you can prioritize them and reflect them in future budgets.

67. Target Dates Be realistic in setting target dates. It is important that you resist the temptation to set extremely ambitious target dates for your objectives. In most cases, the tactics you have agreed on will be accomplished by people who already have a full day's work. Each employee must be given sufficient time to achieve the specific objectives assigned to him or her, or the plan will quickly be viewed as impossible to accomplish and useless. When assigning a tactical objective, let the recipient tell the group how long it will take to achieve, and accept that target date, if at all possible. Appendix B displays a suggested format for the strategic plan.

68. Coordinating and Monitoring the Strategic Plan For maximum sustained results, an overall coordinator for the strategic plan should be appointed. That person is responsible for bringing together the various pieces of the strategic plan into one comprehensive plan and for monitoring the plan. The form in Appendix C can be used to display the strategic objectives and all the supporting tactical objectives for each key strategy area. It also lists the person responsible and the agreed-upon target date for each objective, with a section for comments. An example of how the completed form might look is shown in Appendix C-1. Appendix D is an Individual Objective Summary/Status Report, which enables an individual to track the status of each objective for which he or she is responsible and report monthly to the strategic plan coordinator.

70. Where a shortfall exists, I have highlighted the shortfall and noted the actions being taken.

73. The plans lacked detailed implementation steps with tasks, schedules and responsibilities.

74. Goals were not stated in clear and quantifiable terms.

75. Planning did not involve input of key managers. The process described in this presentation avoids these pitfalls and has proven effective with SMEs.

76. Thank You Questions?