Strategic Planning
Larry Potterfield
Founder and CEO
America Needs Baldrige!
Baldrige Needs BPEGs!
Baldrige Performance Excellence Groups
Baldrige = Success
Baldrige = Success
MidwayUSA Net Income Growth
Net Income
Better
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
Baldrige = Success
Net Sales Dollars per Dollar of Employee Costs
Productivity
Sales & Profit $
per Employee Cost $
Profit Dollars per Dollar of Employee Costs
Dollars
Better
1999
2000
2001
2002
2003
2004
2005
2006
Year
2007
2008
2009
2010
2011
2012
2013
Strategic
Planning
Process
1
Set the Direction
January
A
Validate
Mission Statement
• To ensure guidance to the
organization is aligned with current
business needs and direction.
BOD, CEO 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.
BOD, 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
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 for
consideration as APs on the
strategic plan.
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
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!
Strategic Planning
Larry Potterfield
Founder and CEO