Session IIB-1:
Introduction to Strategic Planning
Dr. William T. Cousins
cousinsw@asme.org
(9:55 – 10:40)
Session Objectives
• Introduce strategic plan formulation
• Relate Strategic Plans, Business
Plans, and Balanced Scorecard
• Provide basics that lead to success
(ASME, Industry, Academic)
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Session Outline
• Intro to Strategic Planning
• Communicating & acting on the
strategic plan
– Strategic Plan document
– Balanced Scorecard Strategy Map
– Business Plan
• Failure points to protect against
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Long Term Planning vs.
Strategic Planning
Long Term
Planning
Strategic
Planning
Extrapolation of
the current state of
the organization
Organizational
Direction Change
Competitive
Positional/tactical analysis
Customer Driven
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More of
the Same
Changes to
the Business
Strategic Planning Steps
1. Develop a document that spells out:
–
Mission, Vision, Purpose of the organization
2. Develop a communication plan that saturates
the consciousness of everyone with:
 What business are we in and why?
 Where are we going?
 What do we stand for as an organization?
3. Examine the culture to establish a baseline
to which change can be compared.
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Strategic Planning Steps
4. Develop changes in information flow, accountability
& reward systems to ensure (at least) compliance
and (at best) commitment & creativity.
5. Develop supports for changed behavior. (Training,
team building, etc.)
6. Set goals for all parts of the organization. Criteria
for goals:
 Perform gap analysis
 What we hope to accomplish
 How this relates to the vision of the organization
 How we will track progress
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Strategic Planning Steps
7. Hold a strategy session with each unit to
create action plan & agreed-upon goals that
are aligned with the organizational vision.
Who will do what, when, where, how, with
what intent.
8. Communicate the plan.
9. Celebrate achievements & learn from mistakes.
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How it all fits together…
Work Across
Broad
Actions
Gap
Analysis
Strategic Why are we
Questions in business?
Strategic
Actions
People-Friendly
Change
How do we
do business?
Where is our
business now?
Where do we
want to be?
How can we
get there?
How will we know
we’ve arrived?
Vision
Values
Environmental
Assessment
Strategies
(Goals)
Tactics
(Plans)
Coordination
Mission
Climate
Strengths
Resources
Budgets
Driving
Force
Culture
Weaknesses
Controls
Opportunities
Reports
Threats
Milestones
Competition
Constraints
Barriers
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Metrics
Exercise….
• Thinking about where your fellow
leaders in your unit want to take your
unit (the Vision)…..
– List what you consider the biggest
barrier/constraint to getting there.
– What might you do to mitigate this
barrier/constraint ?
10 minutes
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What is the Balanced Scorecard?
The Balanced Scorecard (BSC) is
a tool to help translate strategy
into operational objectives.
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FY11 Enterprise Strategy Map
ASME will be the essential resource for mechanical engineers and other technical
professionals throughout the world for solutions that benefit humankind
Global Impact
Engineering Workforce Development
ASME will deliver locally relevant
engineering resources to advance
public safety and quality of life
throughout the world
Stakeholders
Internal
Learning
& Growth
ASME will foster a broader, competent, vibrant
and more diverse engineering workforce with
improved retention in both the profession
and ASME over all career stages
ASME will serve as an essential energy
technology resource and leading
advocate for balanced energy policies
S1 – Expand ASME’s global impact
S2 – Increase the conversion of
engineering students and
retention of early career
members
S3 – Expand ASME energy
technology resources
I1 – Expand and introduce new
locally relevant products and
services
I2 – Expand global engineering
workforce training ( especially
in energy related sectors)
I4- Empower individual
Engineers to help change the
World
I5 – Increase and broaden
participation in team based
learning programs
I3 – Advance alliances and related
government relations activities to
lead/support development of
balanced energy policies in US and
around the world
L1- Foster a more global
and diverse organization
L2 – Utilize a volunteer-staff
partnership to foster innovation
L3 –Provide high quality cost effective internal service functions
Financial
Energy
F1- Run an efficient and financially
successful operation
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Guiding Your Strategy into Operation
ASME
Enterprise
Strategy Map
Your Unit
Strategic
Plan
Your Strategy Map Helps You:
• Keep your operation on the
“right” path to be successful
• Set priorities
• Focus your volunteers on
what’s important
Your Unit
Strategy
Map
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How it all fits together…
Broad
Actions
Gap
Analysis
Strategic Why are we
Questions in business?
Strategic
Actions
People-Friendly
Change
How do we
do business?
Where is our
business now?
Where do we
want to be?
How can we
get there?
How will we know
we’ve arrived?
Vision
Values
Environmental
Assessment
Strategies
(Goals)
Tactics
(Plans)
Coordination
Mission
Climate
Strengths
Resources
Budgets
Driving
Force
Culture
Weaknesses
Controls
Opportunities
Reports
Threats
Milestones
Competition
Constraints
Barriers
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Metrics
Business Plan?
Strategic Plan?
Now I’m really confused!
It’s really very simple…
• A business plan is:
a management, planning,
and communication document.
• It defines specifics for an individual
program or tactic in the strategic plan
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How it all fits together…
Broad
Actions
Gap
Analysis
Strategic Why are we
Questions in business?
Strategic
Actions
People-Friendly
Change
How do we
do business?
Where is our
business now?
Where do we
want to be?
How can we
get there?
How will we know
we’ve arrived?
Vision
Values
Environmental
Assessment
Strategies
(Goals)
Tactics
(Plans)
Coordination
Mission
Climate
Strengths
Resources
Budgets
Driving
Force
Culture
Weaknesses
Controls
Opportunities
Reports
Threats
Milestones
Competition
Constraints
Barriers
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Metrics
Do not let the budget
drive the plan
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Don’t get all hung up on the
mission and vision statements…
get the basics down... This is a
good item for pre-work before
your strategic planning event.
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Don’t spend group time
word-smithing, let one person
author, then change.
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Be sure to keep strategies
separate from tactics… don’t
confuse the two.
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Don’t drop the ball with the
measures and metrics… they
allow you to monitor success.
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Keep moving through the
process at a decent pace… you
will have a better result…
speed helps.
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Contact Information
• Dr. William T. Cousins
• 860-565-8589 (Pratt & Whitney, E. Hartford, CT)
• cousinsw@asme.org
This presentation will be posted on
the 2011 LTC Web Site, at
http://www.asmeconferences.org/lt
c11/presentations.cfm
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Background Information
Follows
• VOLT Strategic Plan
• VOLT Strategy Map
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(Front and back of the VOLT Strategic Plan brochure)
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(Inside of the VOLT Strategic Plan brochure)
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VOLT Strategy Map
Vision:
1/20/2010
ASME will be recognized worldwide as a premier organization for the quality of leadership training orientation provided to its volunteers
Mission: Ensure that ASME volunteers have the training needed to assume leadership positions of ever increasing responsibility in the Society
and that the skills gained from such leadership positions, in turn, enhance their professional careers.
Global Impact
ASME will deliver locally relevant
engineering resources to advance
public safety and quality of life
throughout the world
For
External
Stakeholders
& Customers
VOLT
Learning
& Growth
Financial
Engineering Workforce Development
ASME will foster a broader, competent, vibrant
and more diverse engineering workforce with
improved retention in both the profession
and ASME over all career stages
10 Serve ASME Current
and Future Leaders
(supports Enterprise L2)
Quality
Internal to
VOLT
ASME Strategic Initiatives
Energy
ASME will serve as an essential energy
technology resource and leading
advocate for balanced energy policies
11 Develop and Serve
External Customers
(supports Enterprise L2)
Content
Mechanics
6 Develop Culturally and
Globally Sensitive Training
Content
8 Improve Cross-Sector
Training
7 Meet Adult Learning
Needs
9 Establish Resource
Center to House Content
5 Develop and Maintain
World-Class Quality
Capability
1 Expand knowledge
of digital technologies
2 Develop trainers for
internal & external
customers
3 Continue
optimization of
strategic plan
Introduction to Strategic Planning
12 Achieve Financial Balance (supports Enterprise F1)
26
4 Maintain proactive
team
Introduction to Strategic
Planning
For questions or comments
Dr. William T. Cousins
cousinsw@asme.org
Presentation available at
events.asme.org/ltc11
/presentations.cfm
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