Strategic Planning
Larry Potterfield
Founder and CEO
America Needs Baldrige!
1
Set the Direction
January
A
Validate
Mission Statement
• To ensure guidance to
the organization is
aligned with current
business needs and
direction.
BOD and President
B
C
Validate
Key Stakeholders
Validate
Organizational Goals
• To ensure groups with a
vested interest in the
organization’s success are
represented.
• To ensure goals are
aligned with current
business needs and
direction.
• Goals owned by BOD.
• Future performance
levels for goals set by CEO
and President.
CEO and President
BOD and President
1
Set the Direction
January
A
Validate
Mission Statement
• To ensure guidance to the
organization is aligned with current
business needs and direction.
BOD and President
1
Set the Direction
January
B
Validate
Key Stakeholders
• To ensure groups with a vested
interest in the organization’s success
are represented.
CEO and President
1
Set the Direction
January
C
Validate
Organizational Goals
• To ensure goals are aligned with current business needs and
direction.
• Goals owned by BOD.
• Future performance levels for goals set by CEO and President.
BOD and President
1
Set the Direction
January
D
Validate
Shareholder Key
Requirements
• To ensure current
understanding of the key
requirements that must
be met to achieve the
shareholder satisfaction
goal.
CEO and BOD
E
Validate other
Stakeholder Key
Requirements
• To ensure current
understanding of the key
requirements that must
be met to achieve the
respective stakeholder
satisfaction goal.
President and SLT
1
Set the Direction
January
D
Validate Shareholder
Key Requirements
• To ensure current understanding of
the key requirements that must be
met to achieve the shareholder
satisfaction goal.
CEO and BOD
1
Set the Direction
January
E
Validate other Stakeholder
Key Requirements
• To ensure current understanding of
the key requirements that must be
met to achieve the respective
stakeholder satisfaction goal.
President and SLT
1
Set the Direction
January
F
Results Review
• To identify opportunities to address,
actual and projected performance
are reviewed against goals.
CEO and President
1
Set the Direction
January
G
Create Company Strategies
• To provide guidance in decision
making.
CEO and President
1
Set the Direction
January
H
Conduct Company SWOT Analysis
• Strengths, weaknesses,
opportunities and threats in relation
to the current and future environment
are analyzed.
• Strategic advantages, challenges and
core competencies are validated.
• Reviewed with the BOD to identify
blind spots.
Chairman, CEO and SLT
1
Set the Direction
January
I
Create Strategic Objectives
• To define the initiatives to undertake
to remain competitive and achieve
current and future goals.
• Major APs may be identified.
• Reviewed with the BOD to identify
blind spots.
CEO and President
2
Deploy the Strategic
Objectives
February, May and August
J
Strategic Objectives Deployed
• To all employees with a formal call
for innovation.
• Employees submit ideas for APs.
• Employees help identify blind spots.
CEO and SLT
2
Deploy the Strategic
Objectives
February, May and August
Innovation
Employees
submit ideas for
APs.
2
Deploy the Strategic
Objectives
February, May and August
K
Ideas Categorized
• To identify strategic ideas as APs on
the strategic plan.
SLT
2
Deploy the Strategic
Objectives
February, May and August
Operational Analysis
L
Results Review
• To identify opportunities
to address, actual and
projected performance
are reviewed against
goals.
SLT
M
Review Company SWOT
Analysis and
Conduct Department
SWOT Analyses
S
W
O
T
SLT
N
Review
• To create a focus on
factors or capabilities to
utilize or overcome in the
strategic plan, core
competencies, strategic
advantages and
challenges are reviewed.
SLT
2
Deploy the Strategic
Objectives
February, May and August
L
Results Review
• To identify opportunities to address,
actual and projected performance
are reviewed against goals.
SLT
2
Deploy the Strategic
Objectives
February, May and August
M
Review Company SWOT Analysis and
Conduct Department SWOT Analyses
S
W
O
T
SLT
2
Deploy the Strategic
Objectives
February, May and August
N
Review
• To create a focus on factors or
capabilities to utilize or overcome in
the strategic plan, core competencies,
strategic advantages and challenges
are reviewed.
SLT
2
Deploy the Strategic
Objectives
February, May and August
Innovation
Strategic ideas for
APs to achieve
strategic objectives
are captured.
3
Create Strategic Plan
October - October
O-T
Analyze and Select Ideas
Analyze and Select APs for
for APs for Next Year’s
Long-Term Strategic Plans
Strategic Plan
• To determine the most
• To determine the most
important APs to implement as
important APs to implement a part of the long-term
next year to achieve
strategic plan (2-3 years out),
strategic objectives and
to achieve future strategic
goals.
objectives and goals.
SLT
SLT
Integrate Strategic Plan
with Workforce Planning
• To ensure the resources
needed to execute the
strategic plan are integrated
into workforce plans.
Integrate Strategic Plan with
Financial Plan
SLT
• To ensure the impacts to
financial plans are identified
and incorporated into the
budget.
SLT
Prioritize APs
• To determine the
appropriate importance
level of each AP.
SLT
Finalize and Approve the
Strategic Plan
• To commit to a strategic
plan to implement in the
next year.
• SLT finalized the plan, the
CEO and President approve
the plan and the BOD
reviews the plan.
CEO and SLT
3
Create Strategic Plan
October – October
O
Analyze and Select Ideas for APs for
Next Year’s Strategic Plan
• To determine the most important
APs to implement next year to achieve
strategic objectives and goals.
SLT
3
Create Strategic Plan
October – October
P
Analyze and Select APs for Long-Term
Strategic Plans
• To determine the most important
APs to implement as a part of the
long-term strategic plan (2-3 years
out), to achieve future strategic
objectives and goals.
SLT
3
Create Strategic Plan
October – October
Q
Prioritize APs
• To determine the appropriate
importance level of each AP.
SLT
3
Create Strategic Plan
October – October
R
Integrate Strategic Plan with
Workforce Planning
• To ensure the resources needed to
execute the strategic plan are
integrated into workforce plans.
SLT
3
Create Strategic Plan
October – October
S
Integrate Strategic Plan with
Financial Plan
• To ensure the impacts to financial
plans are identified and incorporated
into the budget.
SLT
3
Create Strategic Plan
October – October
T
Finalize and Approve the
Strategic Plan
• To commit to a strategic plan to
implement in the next year.
• SLT finalized the plan, the CEO and
President approve the plan and the
BOD reviews the plan.
CEO and SLT
3
Create Strategic Plan
October – October
4
Deploy the
Strategic Plan
November
U
Deploy the Strategic Plan
• To the entire organization to
facilitate engagement and acceptance
of the plan.
SLT
5
Execute the
Strategic Plan
January - December
V
Execute the Strategic Plan
• Implement the APs on the
intermediate-term strategic plan.
SLT
6
Control the
Results of APs
January – December
W
Control the Results of APs
• To ensure desired results are
achieved and sustained.
CEO and SLT
America Needs Baldrige!