External EnvironmentThreats

Opportunities

Threats

Opportunities

Threats

Opportunities

Process

Strategic Programming Crafting Strategy

Mission

Plan

Drafting Team

Strengths Weaknesses

Internal Environ

men

tInte

rnal

Env

iron

men

t

Goals

Principles

PlannersStakeholders

Umbrella Strategy

VisionariesRevolutionary Strategies

Mission StatementStrategic Issues

Goals

trends trends

trends

inspires

Influences causes

affects

Develops Enable

Vision

establish values

MandatesAgreements

Natasha Vita-More Page 1 of 2 8-19-05UHCL: Strategic Planning – Change Management

ActionAction

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External Environment

Threats

Opportunities

Threats

Opportunities

Threats

Opportunities

Threats

OpportunitiesF

orecastin

g

Organizational Vision

Transformational Change

Change ManagementContinuous - Discontinuous

Complexity Theory

Measures

Outcomes

Goals

Accomplishments

Credibility Equity

CapabilityEquity

Futures Tools

TrendsStakeholders

STEEP

Influencing

Eq

uip

s e

nte

rpris

e w

ith s

kills

to a

chie

ve v

isio

n.

Change can cause chaos

Measuringchange

Re

aliz

e v

isio

n

Realizing goals

Drives success

Brief Description of Concept Maps:

The external environment is like a desert – wondrous yet potentially dangerous. Within this environment are trends in the making, new opportunities and impending threats to the enterprise. The internal environment of the enterprise revolves around a newly designed strategic plan, which is based the enterprises’ mission and vision for the future. Two vital components of the plan are strategic programming and strategy crafting, which comprise the drafting team of the plan. Influencing the drafting team are the visionaries and revolutionary strategists, largely inspired by the opportunities, trends and even threats of the external environment. Also included in the plan are the analytical thinkers, whose rationale is a necessary balance for the success of the plan. The planners will scan the external environment for opportunities forming the plan, and also consider how the external environment affects its stakeholders. The drafting team authors the plans while keeping in mind both the mission and vision of the enterprise and considering the plan’s goals in deference to the enterprise, its staff and other stakeholders. While assessing the plan, the drafting team forms a critical view of both the strengths and weaknesses of the enterprise in forming a strategy for managing the plan’s goals. The enterprise’s strengths are influenced by the trends and opportunities of the external environment. The enterprise’s weaknesses are caused by the threats in the external environment which enable the external threats. The strategy pulls together the mission statement and its principles which establish the values of the enterprise. The strategic issues will both influence the goals and the priorities goal setting. Agreements and mandates will be developed to help put the strategy into action. As the enterprise puts its strategy into action, the organization will have to manage the many changes that will occur. Remembering the organizational vision is paramount to the success of the strategic plan. Fostering effective change can be chaotic, complex and frustrating; but if the vision is strong and the goals are reasonable, the enterprise can overcome problems of the transformational change in realizing its goals. In order for the enterprise to witness the success of its goals, it needs to be aware of how it is adapting to the changes and if the staff/members are keeping to their agreements and mandates. One way to measure change is to review the outcomes of the enterprise’s goals. The accomplishments of the enterprise can be measured by the capability equity and the credibility equity of its business and staff. But it does not stop there! The enterprise will need to revisit its accomplishments by measuring the outcomes and apply futures tools in its reorganization. These tools will be helpful to recognizing trends across social, technological, environmental, economic and political domains. They also will help in recognizing new stakeholders and changing stakeholders. If the plan has been successful for the enterprise, then the enterprise will most likely become efficient in applying futures tools in looking ahead at the future and how it adapts to both continuous and discontinuous changes that influence its organizational vision.