Strategic Planning for
Information Services
Strategic Planning for Information Services
A Quantum2 Seminar
Betty Jo Hibberd
Director
Market Development
Dialog
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The Quantum2 Leadership Circle
Strategic Competencies
•Environmental analysis
•Knowledge culture vision
•Perception analysis
•Relationship management
•Management buy-in
Business Competencies
•Needs assessment
•Service definition
•Marketing
•Performance
•Measurement
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Agenda
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Introduction
Objectives
Basics of strategic planning
Six steps to strategic planning
Components of a strategic plan document
Key learnings
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Introduction
• Warm-up
– Involved in strategic planning?
– Experiences and/or insights?
– Impact on information services?
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Objectives
• Understand the importance of strategic planning
• Define steps in the strategic planning process
• Learn specific planning techniques
• Offer a format for a strategic plan
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Basics of Strategic Planning
• The 5 W’s
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Who are we?
What are we doing now?
Why are we doing what we’re doing?
Where do we want to be in the future?
When and how do we get there?
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Basics of Strategic Planning
• Why strategic planning?
– Improved efficiency
– Improved employee environment
– Consistent internal and external
communications
– Connection to future
• Why not?
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Importance misunderstood
Size
Status quo
Time
How to do it…
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Basics of Strategic Planning
Some key terms…
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Vision Statement
Mission Statement
Core Competencies
Competitive Advantage
Industry Analysis
Stakeholders
Goal
Objective
Strategy
Value-chain
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Steps to Successful Strategic Planning
Evaluate, monitor
& repeat
Select core strategic
planning team
Execute
plan
C
O
Establish
M
strategy
N
O
I
Analyze performance &
external environment
Develop/redefine vision &
mission statements
M
T
Set goals &
objectives
U
N
I
C
A
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Step 1: Select Core Planning Team
• Identify organization’s key personnel
– Evaluate and define the various roles
– Examine how they can help the
Information Center succeed
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Steps to Successful Strategic Planning
Evaluate, monitor
& repeat
Select core strategic
planning team
Execute
plan
Analyze performance &
external environment
Establish
strategy
Set goals &
objectives
Develop/redefine vision &
mission statements
11
Step 2: Analyze performance
& external environment
External to the organization
• Industry analysis
– Merger, acquisition, divestiture
– Products changed or introduced
– Regulatory/legal climate changes
– Societal changes
– Staffing pattern changes (work-at-home, layoff,
ramp-up)
– Markets opening or closing
– Distribution channel changes
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Step 2: Analyze performance
& external environment
External to the Information Center
(but internal to the larger organization)
•Organizational Priorities
–Vision
–Mission
–Goals
–Objectives
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Step 2: Analyze performance
& external environment
Internal to the Information Center
• Performance
– Who are your current and potential patrons/clients? Why?
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Anyone who walks in?
The funding department?
The company/organization itself?
A broader constituency (e.g., shareholders, beneficiaries)?
The field of research itself, connecting to broader human
knowledge?
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Step 2: Analyze performance
& external environment
Internal to the Information Center
• Performance
– How do you determine which products and services
will be your focus?
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Needs assessment?
Information audit?
Map information flows within the organization?
Whatever is requested?
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Step 2: Analyze performance
& external environment
Identify performance gaps
•Senior Management
–How much money you receive and how you spend it
–How you save money for the company and how much
–How much time you save your Clients that increases productivity
•Clients
–Availability and expertise of staff
–Availability of information when they need it
–How easy it is to obtain information
–How long to fill a request
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Step 2: Analyze performance
& external environment
Environmental Scan
Internal
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External
STRENGTH—core competencies
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strong brand names
good reputation among customers
cost advantages from proprietary know-how
favorable access to distribution networks
• WEAKNESS—processes that need
improving, resources
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a weak brand name
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poor reputation among customers
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high cost structure
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lack of access to key distribution channels
• OPPORTUNITY—other areas for
expansion
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an unfulfilled customer need
arrival of new technologies
loosening of regulations
THREAT—competitors,
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shifts in consumer tastes away from
the firm's products
emergence of substitute products
new regulations
SWOT Matrix
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Step 2: Analyze performance
& external environment
SWOT Matrix
Strengths
Weaknesses
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Some budget increases
Evaluation & selection skills
Marketing efforts
Analysis & synthesis skills
Opportunities
• Change process
• Global service & training provision
• Increased volume of requests
• Increased staff levels
• Advances in content technology
Decentralized purchasing
Viewed as “cost center”
Perceived as non-strategic
Threats
• Changed reporting structure
• Physical library closures
• Cost savings imperative
• Inwardly focused outlook
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Steps to Successful Strategic Planning
Evaluate, monitor
& repeat
Select core strategic
planning team
Execute
plan
Analyze performance &
external environment
Establish
strategy
Set goals &
objectives
Develop/redefine vision &
mission statements
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Mission Statement Generator
http://www.dilbert.com/comics/dilbert/games/career/b
in/ms.cgi
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Step 3: Develop mission
& vision statements
• Vision statement
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Specific purpose of the Information Center over time
What it will be when goals and objectives are achieved
• Mission statement
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Answer 3 questions:
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What are the opportunities or needs we exist to address?
What are we doing to address these needs?
What principles or beliefs exist to guide our work?
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Step 3: Develop mission
& vision statements
• Vision statement
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Clarity and lack of ambiguity
Paint a vivid and clear picture, not ambiguous
Describing a bright future (hope)
Memorable and engaging expression
Realistic aspirations, achievable
Alignment with organizational values and culture, Rational
Time bound if it talks of achieving any goal or objective
Example
Be the leading global provider of information tools
to business and professional customers.
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Step 3: Develop mission
& vision statements
• Mission statement
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Is focused on satisfying customer needs
Tells “who" our customers are
Explains “what" customer needs our company is trying to satisfy.
Explains “how" our company will serve its customers.
Fits the current market environment
Is based on our competitive advantage
Is based on our distinctive core competencies.
Motivates and inspires employee commitment
Is realistic
Is specific, short and sharply focused
Is clear and easily understood.
Says what we want to be remembered for.
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Example
Combine industry expertise with innovative technology to deliver critical
information to leading decision makers in the financial, legal, tax and
accounting, scientific, healthcare and media markets, powered by the
world’s most trusted news organization.
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Step 3: Develop mission
& vision statements
• Vision statement points
– What - Add value and promote visibility of the information center
– How - Through demonstrable cost & time savings
– For - enhanced employee productivity and impact on operational excellence
• Mission statement points
– What – develop, implement & manage strategies for optimal access, transfer
and use of info & knowledge
– How – by evaluating, selecting and harnessing appropriate solutions
– For – organizational employees worldwide, to maximize efficiency &
competitive advantage
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Steps to Successful Strategic Planning
Evaluate, monitor
& repeat
Select core strategic
planning team
Execute
plan
Analyze performance &
external environment
Establish
strategy
Set goals &
objectives
Develop/redefine vision &
mission statements
25
Step 4: Set goals & objectives
• Goals
– Long-term outcome that influences decisions that develop organization
appropriately
Obtain 3% market share of the mobile phone
– Example:
industry by 2010.
• Objectives
– Short-term achievement that directs organization toward attaining a goal
– Example:
Identify 1 new target market for mobile phones by
end of Q4, 2008.
• Characteristics
−Specific
−Measurable
−Achievable
−Realistic
−Time-bound
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Step 4: Set goals & objectives
Goals
Objectives
1. Become part of value chain in corporate
risk evaluation and decision making for
core functions by year end.
1. Enhance visibility and value of
information center
2. Extend global reach of info
services, utilizing appropriate
technology and resources
2.
Elevate analytical expertise of information
staff through recruitment program to fill
analysis gaps.
1.
Understand global user needs and
preferences to facilitate appropriate
information provision by end Q4.
2.
Select best value-for-money external
content sources for organization on
global licenses to control total info costs
in line with budget
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Steps to Successful Strategic Planning
Evaluate, monitor
& repeat
Select core strategic
planning team
Execute
plan
Analyze performance &
external environment
Establish
strategy
Set goals &
objectives
Develop/redefine vision &
mission statements
28
Step 5: Establish strategy
• Internal analysis
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–
–
–
Core competencies
Competitive advantage
Processes needing improving
Issues and concerns
• Strengths & Weaknesses (from SWOT)
•
•
•
•
•
•
•
Analysis & synthesis skills
Evaluation & selection skills
Marketing efforts
Some budget increases
Decentralized purchasing
Viewed as “cost center”
Perceived as non-strategic
29
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Step 5: Establish strategy
• Industry analysis
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Compelling business events, such as the recent acquisition
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Capture the needs of the broadest swath of customers where success is
most critical
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Make trade-offs among customers
• Opportunities and Threats (from SWOT)
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Change process
Global service & training provision
Increased volume of requests
Increased staff levels
Advances in content technology
Changed reporting structure
Physical library closures
Cost savings imperative
Inwardly focused outlook
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Step 5: Establish strategy
• Scenario planning requires
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Making assumptions
Determining potential outcomes
Identifying controlling factors
• 3 steps
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Identify issues, trends & uncertainties
Build scenarios
Determine “expected case”
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Importance of Scenario Planning
• Scenario planning
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Answers the “what if…” questions
Enables proactive thinking and planning for the future
Looks at alternative versions of the future
Deals with “genuine uncertainty”
“If you don’t know where you are going…
...you just might end up somewhere else.”
Yogi Berra
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Benefits of Scenario Planning
• Investment in planning avoids the need to think through every
crisis situation from scratch
• Appropriate planning creates an institutional learning and
memory-bank
• Early warning or awareness of impending change results in
winning business strategy
• Preparing for possible changes can reduce organizational
exposure and risk
• Future planning gives rise to innovative business ideas and
helps to capture divergent views across a business
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Context for Scenario Planning
• Test Assumptions
• Wife or Mother-in-Law?
W.E. Hill. Puck, November 6, 1915
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Context for Scenario Planning
• Avoid Patterned Thinking
– Habit bound thinking
– Breaking out of a rut
– Familiarity is the handmaiden of habit
• Create New Perspectives
– Cannot see the wood (forest) for the trees
– Keep sight of the big picture
• Take Prudent Risks
– No one truly succeeds without failing first
– We must take risks to have any chance of succeeding
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Step 5: Establish strategy
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Goals
Objectives
Strategy
Action Steps
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Steps to Successful Strategic Planning
Evaluate, monitor
& repeat
Select core strategic
planning team
Execute
plan
Analyze performance &
external environment
Establish
strategy
Set goals &
objectives
Develop/redefine mission &
vision statements
37
Step 6: Execute plan
• Integrate into daily routine
– Educate to understand plan’s concepts & requirements
• Managers
• Supervisors
• Others in information center
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Step 6: Execute plan
• Issues
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Expectations of top management
Culture
Ethics
Responsibilities
Organizational structure
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Steps to Successful Strategic Planning
Evaluate, monitor
& repeat
Select core strategic
planning team
Execute
plan
Analyze performance &
external environment
Establish
strategy
Set goals &
objectives
Develop/redefine mission &
vision statements
40
Step 7: Evaluate, monitor & repeat
• Organizations change constantly
– Consistently re-evaluate your strategic direction
– Correct for change
– Repeat the process
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Elements of a Strategic Plan Document
• Title page
• Executive summary
• Organization description
• Strategy
• Financial situation
• Action Plan
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Key Learning
• Strategic planning
– Helps define direction and organizational priorities
– Improves efficiency by assisting with benchmarking &
performance monitoring
– Involves in-depth analysis of strengths, weaknesses, opportunities
& threats
– Requires “looking into the future” through scenario planning
– Depends on an effective communication strategy
• Also
– A continual process
– A great career skill to develop
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References…
Lemon, Nancy, “Climbing the Value Chain: a Case Study in Strategic Planning.” Online, Nov/Dec
1996, pp 50-55.
Martinelli, Frank, Strategic Planning Manual. 1999. http://www.uwex.edu/li/learner/spmanual.pdf
Mission Statements. http://www.mystrategicplan.com/strategic-planning-topics/mission-statements.shtml
Mission Statements and Vision Statements,
http://en.wikipedia.org/wiki/Strategic_planning#Mission_statements_and_vision_statements
Penniman, David, “Strategic positioning of information services in a competitive environment. “
American Society for Information Science. Bulletin v23n4 pp: 11-14, Apr/May 1997.
Plosker, George, “The Information Strategist.” Online, Jul/Aug, 2004, pp.49-51.
Radtke, Janel N., “ How to Write a Mission Statement.” Strategic Communications for Nonprofit
Organizations: Seven Steps to Creating a Successful Plan. John Wiley & Sons, 1998.
The Strategic Planning Process, Quick MBA, http://www.quickmba.com/strategy/strategic-planning/
Silbiger, Steven, The Ten Day MBA, Quill, William Morrow, New York, 1999.
Zimmerman, Michael C., “Your library's strategic plan: plan the writing before you write the plan.”
Information Outlook , v1 , n12 , p40(2), Dec , 1997.
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…Further Reading
Balas, Janet L., “Online Help for Library Strategic Planners.” Computers in Libraries , 19 , 1 , 40(1), Jan ,
1999
Baldock, Carole, “Marketing libraries: A survival course?” Library Management v14n1 pp: 4-8, 1993.
Campbell, Corinne A., “Product service strategies for information services.” American Society for
Information Science Bulletin, v22n4 pp: 15-17, Apr/May 1996.
Carr, Stephen J., “Strategic planning in libraries: An analysis of a management function and its
application to library and information work.” Library Management v13n5 pp: 4-17, 1992.
Deiss, Kathryn J., ‘Innovation and strategy: risk and choice in shaping user-centered libraries.” Library
Trends , 53 , 1 , 17(16), Summer , 2004.
Hannabuss, Stuart, “Scenario planning for libraries.” Library Management , v22n4/5 pp: 168-176, 2001.
Johnson, Heather, “Strategic planning for modern libraries.” Library Management v15n1 pp: 7-18, 1994.
McCarthy, Grace, “Getting to know your non-users.” Library Management v15n4 pp: 30-34, 1994.
Muir, Robert F., “Marketing your library or information service to business.” Online v17n4 pp: 41-46, Jul
1993.
Penniman, David W., “Strategic Planning to Avoid Bottlenecks in the Age of the Internet.” Computers in
Libraries , 19 , 1 , 50(1) Jan , 1999.
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…and More Reading
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Leading Strategic Information Initiatives. A Quantum2 e-brief for Information
Professionals [PDF; 643KB; 31pp]
Kochoff, S. Shaking Hands: A Personal Reflection on Personal and Professional
Connections. (SLA NY Chapter President)
Schwartz, P. The Art of the Long View: Planning for the Future in an Uncertain
World. 1st ed. Doubleday Currency (pbk), 1996, 288pp.
van der Heijden, K. Scenarios: The Art of Strategic Conversation. 2nd ed. John Wiley &
Sons, 2005, 380pp.
Dewar, J.A. Assumption-Based Planning: A Tool for Reducing Avoidable Surprises.
Cambridge Univ. Press, 2004, 248pp
Ogilvy, J. and Schwartz, P. Plotting Your Scenarios. Global Business Network, 2004.
[Originally published in Fahey. L & Randall, R. Learning from the Future. John Wiley &
Sons, 1998]
VanGundy, A.B. 101 Activities for Teaching Creativity and Problem Solving. John
Wiley & Sons, 2005,
Willmore, J. Scenario Planning: Creating Strategy for Uncertain Times. Information
Outlook, Vol 5(9), Sep 2001, pp24-30.
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Thank You
• Any questions?
• betty.jo.hibberd@dialog.com
• http://quantum.dialog.com
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