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Documente Profesional
Documente Cultură
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Matt H. Evans, matt@exinfm.com
Workshop Overview
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Matt H. Evans, matt@exinfm.com
Introductions
• Your name
• Employer
• Position
• Why are you here? (Expectations)
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Matt H. Evans, matt@exinfm.com
What is Strategic Planning?
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Matt H. Evans, matt@exinfm.com
Why do Strategic Planning?
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Matt H. Evans, matt@exinfm.com
Fundamental Questions to Ask
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Matt H. Evans, matt@exinfm.com
A Good Strategic Plan should . . .
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Strategic Planning Model
ABCDE
Where we are Where we want to be How we will do it How are we doing
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Matt H. Evans, matt@exinfm.com
Pre-Requisites to Planning
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Matt H. Evans, matt@exinfm.com
Assessment
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Matt H. Evans, matt@exinfm.com
Assessment Model: Assessme
SWOT nt
Internal Assessment:
Organizational assets,
resources, people, culture,
systems, partnerships,
suppliers, . . .
External Assessment:
Marketplace, competitor’s,
social trends, technology,
regulatory environment,
economic cycles .
SWOT SWOT
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Opportunities Assessme
nt
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Threats Assessme
nt
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Baseline
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Why create a baseline? Baseline
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Organizational Profile Baseline
1. Operating Environment
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Matt H. Evans, matt@exinfm.com
Organizational Profile Baseline
2. Business Relationships
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Matt H. Evans, matt@exinfm.com
Organizational Profile Baseline
3. Key Performance Categories
• Customer
• Products and Services
• Financial
• Human Capital
• Operational
• External (Regulatory Compliance, Social
Responsibility, . . . )
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Matt H. Evans, matt@exinfm.com
Gap Analysis Baseline
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Matt H. Evans, matt@exinfm.com
Major Components of the Compone
Strategic Plan / Down to Action nts
Strategic Plan
Action Plans
Mission Why we exist
Evaluate Progress
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Matt H. Evans, matt@exinfm.com
Examples – Good and Bad Compone
Mission Statements nts
NASA
To Explore the
Universe and
Does a good job of
Search for
Life and to
expressing the core values of
Inspire the the organization. Also
Next conveys unique qualities
Generation of about the organization.
Explorers
Walt Disney
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Matt H. Evans, matt@exinfm.com
Examples of Vision Descriptors Compone
nts
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Matt H. Evans, matt@exinfm.com
Examples of Compone
Guiding Principles and Values nts
We obey the law and do not compromise moral or ethical principles – ever!
We expect to be measured by what we do, as well as what we say.
We are committed to forging public and private partnerships that combine diverse
strengths, skills and resources.
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Matt H. Evans, matt@exinfm.com
Goals Compone
nts
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Matt H. Evans, matt@exinfm.com
Developing Goals Compone
nts
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Matt H. Evans, matt@exinfm.com
Examples of Goals Compone
nts
We will partner with other businesses, industry leaders, and government agencies in
order to better meet the needs of stakeholders across the entire value stream.
Manage our resources with fiscal responsibility and efficiency through a single
comprehensive process that is aligned to our strategic plan.
Improve the quality and accuracy of service support information provided to our
internal customers.
Establish a means by which our decision making process is market and customer
focus.
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Matt H. Evans, matt@exinfm.com
Objectives Compone
nts
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Matt H. Evans, matt@exinfm.com
Goals vs. Objectives Compone
nts
GOALS OBJECTIVES
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Matt H. Evans, matt@exinfm.com
Examples of Objectives Compone
nts
Launch at least three value stream pilot projects to kick-off our transformation to a
leaner organization.
Consolidate payable processing through a P-Card System over the next two years.
Monitor and address employee morale issues through an annual employee satisfaction
survey across all business functions.
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Down to
Specifics
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Matt H. Evans, matt@exinfm.com
Down to
What are Action Plans? Specifics
• The Action Plan identifies the specific steps that will be taken to achieve the
initiatives and strategic objectives – where the rubber meets the road
• Each Initiative has a supporting Action Plan(s) attached to it
• Action Plans are geared toward operations, procedures, and processes
• They describe who does what, when it will be completed, and how the
organization knows when steps are completed
• Like Initiatives, Action Plans require the monitoring of progress on Objectives,
for which measures are needed
Objectives
Initiatives
Action
Plans
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Matt H. Evans, matt@exinfm.com
Down to
Characteristics of Action Plans Specifics
• Assign responsibility for the successful completion of the Action Plan. Who is
responsible? What are the roles and responsibilities?
• Detail all required steps to achieve the Initiative that the Action Plan is
supporting. Where will the actions be taken?
• Establish a time frame for the completion each steps. When will we need to
take these actions?
• Establish the resources required to complete the steps. How much will it take
to execute these actions?
• Define the specific actions (steps) that must be taken to implement the
initiative. Determine the deliverables (in measurable terms) that should result
from completion of individual steps. Identify in-process measures to ensure
the processes used to carry out the action are working as intended. Define the
expected results and milestones of the action plan.
• Provide a brief status report on each step,
step whether completed or not. What
communication process will we follow? How well are we doing in executing our
action plan?
• Based on the above criteria, you should be able to clearly define your action
plan. If you have several action plans, you may have to prioritize.
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Down to
Action Plan Execution Specifics
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Down to
Measurement Template Specifics
(Insert (Insert division (Insert department Risk Frame area (Insert objective (Insert (Insert reporting
organization name) name) objective supports owner) measurement contact info)
name) owner)
Objective Description – description of objective purpose, in sufficient detail for personnel not familiar with the References – source documentation
objective to understand its intent. Objective descriptions are typically two or three paragraphs long. This will for objective and objective
appear in the pop-up window when you mouse over the objective in the Balanced Scorecard System. description
Comments – additional information about the objective not covered in above blocks, such as recommendations for further revision, additional
organizations objective impacts, recommendations for coordination / alignment with other objectives, etc.
Measure Name - The name Measure Description – description of the measure, include its Measure Formula – Data Source - The
exactly as you want it to appear in intent, data source, and organization responsible for providing formula used to source of the data –
the Balanced Scorecard, including measure data. This will appear in the pop-up window when calculate measure manual, data
the measure number (i.e. Percent you mouse over the measure in the Balanced Scorecard. value (if any) spreadsheet, or
Employees Satisfied, etc.) database name and
contact familiar with the
data
Measure Weight - the relative weight of the measure based on the impact it has on the overall Measure Reporter – Person responsible for
objective. The total weights for all measures for an objective must add to 100 providing measure data. Include the name,
organization and email.
Target Maximum – Maximum expected value for the measure. Effective Date – Date Frequency – How often target Units – Units
the target first data will be reported of measure
becomes effective
Target – Point where the measure goes from green to amber
Target Minimum – Point where the measure goes from amber to red. The Scorecard Perspective Name
target minimum and target can not be the same value.
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Down to
Criteria for Good Measures Specifics
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Examples of Measurements Down to
Lag Indicators Specifics
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Down to
Targets Specifics
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Down to
Sanity Check . . . Specifics
OBJECTIVE
Improve Employee
Satisfaction
MEASURE / TARGET
Measure 90%
Employee
Percent Satisfaction
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Evaluate
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Continuous Feedback Evaluate
through the Balanced Scorecard
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Performance Management Evaluate
D2-D5: Build the Balanced Scorecard
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Automating the Process Evaluate
D2-D5: Build the Balanced Scorecard
Low Cost Scorecard Tools
2. Dialog (www.balancedscorecard2.com)
3. Ergometrics (www.ergometrics.com)
4. ExecDash (www.idashes.net)
5. Scorecard Hosting (www.scorecardhosting.com)
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Link Budgets to Strategic Plan Evaluate
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What Resources? Evaluate
How to Link?
•
The people resources needed to succeed
•
The time resources needed to succeed
•
The money resources needed to succeed
•
The physical resources (facilities, technology, etc.) needed to
succeed
Resource information is gathered by Objective Owners which is provided
to the Budget Coordinators for each Business Unit.
Resources identified for each Action Plan are used to establish the total
cost of the Initiative.
Cost-bundling of Initiatives at the Objective level is used by our Business
Unit Budget Coordinators to create the Operating Plan Budget
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Matt H. Evans, matt@exinfm.com
Some Final Thoughts
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Matt H. Evans, matt@exinfm.com
Thanks for
your participation!
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Matt H. Evans, matt@exinfm.com