Best practices for strategy and strategic planning

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

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.

6. Getting there faster

7. Getting there faster

8. Why it matters Strategic Planning

9. Intentional or unintentional

10. Focus, Focus, Focus

11. Leads the pack in tools Source: 2005 Bain & Co. Management Tools study

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

16. Erica’s Top Ten

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

24. Get real.

25. Strategy does not matter, if your culture is askew.

26. It’s messy, don’t strive for perfection.

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?

33. Example – Parks Dept.

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

39. To your path of success, wherever it may lead you