A. C. R. U. and K. S. U.

Strategic Strategic Planning Planning

For Continuing For Continuing EducationEducationG.M. Timčák, Bill Smith

2002

Strategic Planning

A CONTINUOUS PROCESS ENABLING ORGANIZATIONS TO BECOME FOCUSED, EFFECTIVE, AND EFFICIENT CHANGE AGENTS IN AN ENVIRONMENT OF AN EVER INCREASING RATE OF CHANGE.

Continuing Education

An activity that prepares individuals and organizations to address change proactively .

Responding to change is no longer enough

A New View of Change

People generally agree that today’s change is different. It is not necessarily connected to the past or indicative of the future.

Today’s change is discontinuous, requiring total flexibility. There seem to be very few cyclical trends or linear progressions.

People and Change “ To an ever increasing extent, in less

time than people need to get comfortable with one set of circumstances, they find themselves in a completely new set. Can some way be found to get a much better match between the rate of change of the world and the rate of people’s adaptation? When the problem is put that way, there seems to be only two ways it might be solved: Teach people to adapt faster, or slow down the rate of change.”

Stanley Schmidt --editor of Analog

Hewlett Packard

80% of HP’s revenue is from products less than two years old.

Change Is A Process

Past habits for addressing change simply won’t work. Change must be recognized as a process, not an event.

The world within our grasp is indeed a new world, demanding continuous learning, taking risk, viewing new information and communication, and creating problem solving.

The Changing Paradigm

In “Future Edge” Barker makes a distinction between management and leadership. You manage within a paradigm. You lead between paradigms. Most of education’s leadership are managing within today’s teaching and learning paradigm when what we need is leadership toward tomorrow’s paradigm.

Barriers to Change

The Organizational CultureExisting Structure and

SystemsExisting Patterns of Work

FlowExterior Forces

Schools “Schools are better today at doing what they used to do than they’ve ever been.”

Phillip Schlechty

Transformations Facing Higher Education

Traditional– Ivory Tower– Static

Structures– Passive– Discipline

Focused

Future– Service

institutions– Dynamic

relationships– Proactive– Holistic

Integrated Learning

Transforming Your Organization

Establish a Sense of Urgency Form a Powerful Guiding

Coalition Create a Vision Communicate the Vision Empower Others to Act on the

Vision Implement the Plan Revise the Plan

Review

THE NATURE OF CHANGE WHO MUST WE BECOME? WHAT WILL WE DO? HOW WILL WE DO IT? WHAT CULTURE IS NEEDED?

Who Must We Become?

VISIONMISSIONVALUES

Vision

A focused concept A sense of noble purpose A plausible chance of

success Wording

– will be– compelling and radical

Walt Disney’s Vision

The idea of Disneyland is a simple one. It will be a place for people to find happiness and knowledge. It will be a place for parents and children to spend pleasant times in one another’s company: a place for teachers and pupils to discover greater ways of understanding and education. Here the older generation can recapture the nostalgia of days gone by, and the younger generation can savor the challenge of the future. Here will be the wonders of Nature and man for all to see and understand. Disneyland will be based upon and dedicated to the ideas, the dreams and hard facts that have created America. And it will be uniquely equipped to dramatize these dreams and facts and send them forth as a source of courage and inspiration to all the world.

Disneyland will be something of a fair, an exhibition, a playground, a community center, a museum of living facts, and a showplace of beauty and magic. It will be filled with the accomplishments, the joys and hopes of the world we live in. And it will remind us and show us how to make those wonders part of our own lives.

MISSION

Definitive: Customer/needs/value Identifying: The enterprise Concise: One simple paragraph Actionable: Actions involved in

delivery Memorable: Wow!!!!!

“Po’ Folks” Mission

We always want to be the friendliest place you’ll ever find to bring your family for great tasting, homestyle cooking, served with care and pride in a pleasant country-home setting at reasonable prices.

Definitions

Strategic Activities: The major activities ( lines of business) in which the organization participates.

Critical Success Indicators CSI’s: The results to be accomplished.

Strategic Thrusts ST’s: The initiatives necessary to carry out the strategic activities.

What Will We Do?

Strategic Activities

Critical Success Indicators

How Will We Do It?

Strategic Thrusts

Futuring

Identify Strategic Activities– Brochure Exercise– Pie Chart

Establish CSI’s– By.... We will..... (measurable)

Identify ST’s– A task force will study and implement........

Determine Organizational Culture

Performance Review & Gap Analysis

What are we doing now? Will we improve,continue, change or discontinue? How (CSI’s, ST’s)?

What are the gaps between what we do now and the future? How do we span the gaps by developing a plan (CSI’s, ST’s)?

Action Planning

Developing departmental plans in support of the strategic plan.

Implementation Planning

Who? What? When?

Organizational Meeting

Plan distribution w/cover letter

Workshops Theme Posters PR Newsletters/

report cards

CHAOS

Before the beginning of great brilliance, there must be chaos. Before a brilliant person begins something great, they must look foolish to the crowd. from I Ching

Assignments

Mission WorksheetThe Mission Statement

Based on educational processes30 Words or less so all can understandPeople find meaning in striving to carry out the mission

 FORM

To______________ action verb…What…For Whom (customer)…through……Other (qualifiers) HINTS

BriefDo not describe levelBe unique, exclude values

The Values StatementHintsThat which you hold near and dear to your heartCriteria on which to make decisionsGuides our behaviorAn anchor during times of changeUnderstanding of meaning changes over time Values Shopping ListHonesty and Integrity ProfitTrust FlexibilityConstancy of Purpose CommitmentTeamwork AccountabilityCommunication Winning attitudeEmployee Well Being Respect for othersQuality LearningContinual Improvement ExcellenceCustomer NeedsCreativity and Innovation

Managers (thus also you) Must Be Able to Do Three

Things: 

1.     Forecast the major changes which are likely to affect the program.

  2.     Make intelligent choices as to the future

direction and dimensions of the program. 

3.     Plan the deployment of resources needed to attain the goals selected.

Trends: 1. 

2. 

3. 

4. 

Key Directions 1. 

2. 

3. 

4.

Develop your ideas on:

Futuring ModelStrategic Activities

  ACritical Indicatorsof Success

BStrategic Thrusts

CCulture

1      

2      

3      

4      

5      

6      

7      

8      

9      

10      

Performance Review Worksheet 

Current StrategicActivity______________________________________

_

A.      Critical indicators of success  

B.      Current performance   

C.      Culture

Internal Analysis Worksheet 

Area to be Analyzed 

Strategic Activity_____________________________

S W

O T

Decribe implications for the planning process:

Gap Worksheet 

Gap_____________________

1.     Needs of the new organization    

2.    Limitations of the current organization    

3.    To span the gap we will…

Action PlanQuestions to Answer

1.     What are our strategies/plans to carry out a successful transition?

2.     What are the priorities of our future activities/programs-importance/timing/resources?

3.     How do we rank our CSI’s in order of importance?

4.     How do we accomplish/support/staff/finance/measure/etc., each strategic activity/program—

vertical? 5.     How do we organize/staff/partnership

to support/above—horizontal?

Operational Plan

Strategic Activity____________________________ 

Target Market(s)_____________________________ 

Resources needed: 

Financial analysis: 

Timetable: