STRATEGIC
PLANNING
Presented by: Maggie S. Macugay
Strategic Planning
• Provides a blueprint for achieving organization's goals.
• An organizational management activity that is used to set priorities, focus
energy and resources, strengthen operations, ensure that employees and
other stakeholders are working toward common goals, establish
agreement around intended outcomes/results, and assess and adjust the
organization's direction in response to a changing environment.
• A disciplined effort that produces fundamental decisions and actions that
shape and guide what an organization is, who it serves, what it does, and
why it does it, with a focus on the future.
•Effective strategic planning articulates not only where an organization is
going and the actions needed to make progress, but also how it will know if
it is successful.
Strategic Planning
• It is the vehicle that senior management should use to set
the organizational vision, determine the strategies required to
achieve that vision, make the resource deployment decisions
to achieve the selected strategies, and build alignment to the
vision and strategic direction throughout all levels of the
organization.
Strategic Plan
• Tool that provides guidance in fulfilling a mission
with maximum efficiency and impact.
• Document used to communicate with the
organization the organization's goals, the actions
needed to achieve those goals and all of the other
critical elements developed during the planning
exercise.
Strategic Plan
• Address critical performance issues
• Create the right balance between what the organization is
capable of doing vs. what the organization would like to do
• Cover a sufficient time period to close the performance gap
• Visionary – convey a desired future end state
• Flexible – allow and accommodate change
• Guide decision making at lower levels –
operational, tactical, individual
Elements of a Strategic Plan
■ Define mission, vision, activities and values
■ Scan the environment using a SWOT analysis
■ Identify and prioritize strategic issues
■ Define strategic goals and objectives
■ Establish an implementation plan and schedule
Major Components of a Strategic Plan
Strategic Plan
Mission
Vision
Initiatives
Measures
Targets
AI1
M1 M2
T1
T1
Evaluate Progress
What we want to be
Goals
Objectives
Action Plans
Why we exist
What we must achieve to be successful
O1
AI2
M3
T1
O2
AI3
Specific outcomes expressed in
measurable terms (NOT activities)
Planned Actions to
Achieve Objectives
Indicators and
Monitors of success
Desired level of
performance and timelines
Why Plan?
• To set direction and priorities
• To get everyone on the same page
• To simplify decision making
• To drive alignment
• To communicate the message
How to Plan?
DRIVERS MODEL
Step 1
Step 2
Step 3
Situation
Assessment
Strategic
Direction
Implementation
Planning
Step 4
Monitoring
DRIVERS MODEL
Step 1
Situation
Assessment
Where are we now?
current situation information is summarize into
a SWOT: a summary of the organizations key
strengths, weaknesses, opportunities and
threats
DRIVERS MODEL
Step 2
Strategic
Direction
Where do we want to be?
the information from the situation assessment
is combined with the understanding of future
trends to develop the vision statement and the
mission statement.
Vision
•
– the organization’s
preferred picture of the future
Mission
•
– the overall purpose
of the organization (i.e., what the
organization does, for whom it does it,
and the benefit)
Goals
•
– the broad, long-term
aims that define accomplishment of
the mission
Objectives
•
– specific,
quantifiable, realistic targets that
measure the accomplishment of a
goal over a specified period of time.
DRIVERS MODEL
Step 3
Implementation
Planning
How do we plan to get
there?
Once the objectives are established, the
next step is to develop the road map for
achieving the direction.
FOCUS on three areas
Existing or potential
challenges that hinder
the achievement of one
or more objectives.
Major items or issues that must “go
right” to achieve one or more
objectives.
Broad activities required to achieve an
objective, control a critical success factor,
or overcome a barrier.
DRIVERS MODEL
Step 4
Monitoring
How will we monitor
progress?
monitoring provides a method for ensuring
that the long-term strategy stays on the
front burners, despite the pressures of the
day-to-day business operation.
The structured review
involves:
• Assessing progress on strategies
• Grading the current and
projected performance against the
Objectives
• Identifying changes in the
environment, new barriers,
additional critical success factors
• Making adjustments to the
objectives
• Re-establishing priorities for
strategies, removing strategies and
adding new strategies as needed
Defining Vision and
Mission
Vision
• Aspirational statement used to describe the future state of
the organization
• Long-term goal that sets the overall direction for the
organization
• Communicates the purpose of the organization
• Provides the inspiration to achieve that purpose
• Describes the “what” and the “why” for everything you do
Mission Statement
• Describes the current state of an organization and its
primary goals or objectives.
• Provides detailed information about what the organization
does, how it does it, and who it does it for.
• It is short-term in nature.
• Outlines the primary goals that will help to achieve the
future the organization desires (i.e, the vision).
Properties of a Good Vision
• Idealistic
• Appropriate for the organization and for the times
• Sets standards of excellence and reflects high ideals
• Clarifies purpose and direction
• Inspires enthusiasm and encourages commitment
• Well articulated and easily understood
• Reflects the uniqueness of the organization, its distinctive
competence, what it stands for, and what it is able to achieve
• Ambitious
Mission Statement
• Captures the essence of why the organization exists – Who
we are, what we do
• Explains the basic needs that you fulfill
• Expresses the core values of the organization
• Should be brief and to the point
• Easy to understand
• If possible, try to convey the unique nature of your
organization and the role it plays that differentiates
it from others
SM Supermalls
Vision and Mission Statement
Vision:
Asia’s most popular mall chain through constant innovation and
partnership with the world’s best retailers.
Mission:
We provide the family fun mall experience that makes every day
better for all.
Together with our partners and employees, we commit to a better
quality of life for the communities we serve by supporting
programs and activities that are socially responsible and
environmentally sustainable.
GMA Network
Vision and Mission Statement
Vision:
We are the most respected, undisputed leader in the Philippine broadcast
industry and the recognized media innovator and pacesetter in Asia.
We are the Filipino’s favorite network.
We are the advertisers’ preferred partner.
We are the employer of choice in our industry.
We provide the best returns to our shareholders.
We are a key partner in promoting the best in the Filipino.
Mission:
We enrich the lives of Filipinos everywhere with superior entertainment
and the responsible, unbiased, and timely delivery of accurate new and
information.
Importance of vision and mission
statement in an organization
• The vision and mission statements define the purpose of the
organization and instill a sense of belonging and identity to the
employees
• The mission statement acts as a “North Star”, where it provides
the direction that is to be followed by the organization while the
vision statement provides the goal (or the destination) to be
reached by following this direction
Importance of vision and mission
statement in an organization
•The vision and mission statements help to properly align the
resources of an organization towards achieving a successful future
• The mission statement provides the organization with a clear and
effective guide for making decisions, while the vision statement
ensures that all the decision made are properly aligned with what
the organization hopes to achieve
• The vision and mission statements provide a focal point that
helps to align everyone with the organization, thus ensuring that
everyone is working towards a single purpose. This helps to
increase efficiency and productivity in the organization.
“If you fail to plan,
then you plan to fail.”
Benjamin Franklin
Thank You