Paralympic Leadership Conference
Strategy 101
Agenda
 Defining current and future state
 Why is strategy important?
 What are the components of strategy?
− Mission Statement
− Vision Statement
− Strategic Goals Initiatives
− Performance Management
 Cross-Cutting Observations, Updates, and Useful Tips
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Objectives
A disciplined strategic planning effort allows an organization to:
 Understand your organization’s current environment
 Identifying where you want to be in the future and the gap that exists
to get there
 Identifying your mission and the vision that supports your future state
 Taking ownership to your business process to define the initiatives that
drive the transformation of the organization
 Understand the stepping stones over the 3-5 years to actively meet
your expectations
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Defining Current and Future State
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How does current and future state fit into strategic planning
Our approach helps clients link strategy development with day-to-day
implementation activities to overcome organizational resistance and inertia
What business
issues and barriers
to change exist in
the organization?
How will we
communicate the
plan, monitor
progress, and
demonstrate results?
1. Conduct “current
state” assessment
5. Monitor
and manage
effectiveness
2. Define
“future state”
vision
Recommended
Strategic
Planning
Approach
4. Implement
business
initiatives
3. Confirm
and prioritize
strategic
initiatives
What is the
organization’s mission
and vision and how well
are we aligned to deliver
the strategy?
Which business
initiatives will drive
the most value in our
organization?
How can we most
effectively execute
against goals and
objectives?
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Current State
Let’s take a look at current state questions:
Current
Can you describe the current state of your organization?
What is your organization’s structure?
Do you have dedicated facilities? Does it meet your needs?
How many staff do you have including full-time/part-time, coaches, volunteers, and administrative?
What programs do you offer?
How many participants in the programs?
Do you have a Board of Directors or other oversight group?
What is your budget?
What percentage is focused on staff?
Where do you get your funding?
What is your community footprint?
What is the awareness of your footprint?
What do they know?
How do you get the information to the community and participants?
Are you comfortable with your Mission statement?
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Future State
Let’s take a look at future state questions:
Future (In 5 Years...)
Can you describe the future expectations of your organization?
What would you like your organization’s structure to look like?
Do you want an upgrade or new dedicated facilities?
How many staff do you want to have including fulltime/part-time, coaches, volunteers, and administrative?
Do you want to sustain programs you have and/or build on new programs?
How many participants do you want in the programs?
Do you want to increase the number and types of programs?
Do you want to build on or establish a Board of Directors or other oversight group?
What is your budget?
What breakdown in budget between programs and staff do you need to meet your expectations?
What additional funds/ sponsors/ advocates do you need?
What is your community footprint?
What do you need to do to increase awareness of your footprint?
What are your expectations with increased awareness?
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Why is strategy important?
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Clear understanding of the future state is critical
What you thought you
needed
What your staff heard
How the BOD
understood the request
What the community
heard
How the volunteers
understood the need
How the strategy was
documented
What the fundraising
team focused on
What the stakeholders
envisioned
How it was supported
What you really
wanted
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What are the components of strategy?
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Components of strategy: Mission Statement
Mission
Vision
Strategic Goal 1
Initiative 1
Initiative 2
Strategic Goal 2
Initiative 3
Initiative 1
Initiative 2
Initiative 3
Performance
Management
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Mission Statement
Several characteristics to consider when drafting a mission statement
Characteristics of a Mission Statement
Characteristics
Description
Explanatory: Describes fundamental reason for which
Conveys
the Organization exists
Overall
Comprehensive: States the services the Organization
Purpose
provides the community it serves
Understandable: Comprised of clear, concise
Clear
statements
Statement
Memorable: Is easily remembered and noteworthy
Lasting: Includes statements that will be valid years
after they are developed
Long-Term Enduring: Conveys core values and philosophy of the
Organization
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What does your organization’s mission say about you?
Covers
Overall
Purpose
Clear
Long-Term
Statement
USOC
“To support U.S. Olympic and Paralympic
athletes in achieving sustained competitive
excellence and preserve the Olympic
ideals, and thereby inspire all Americans.”



Deloitte
“To deliver measurable value to our clients
through a global network of diverse
professionals who bring unmatched
depth & breadth of expertise"



“The Coca-Cola Company exists to benefit
and refresh everyone it touches.”



Coca-Cola
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Components of strategy: Vision Statement
Mission
Vision
Strategic Goal 1
Initiative 1
Initiative 2
Strategic Goal 2
Initiative 3
Initiative 1
Initiative 2
Initiative 3
Performance
Management
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Vision Statement
Several characteristics to consider when drafting a vision statement
Characteristics of a Vision Statement
Characteristics
Description
Overarching: Concise statement that encompasses all
Organization activities (1-2 sentences)
Comprehensive Informative: Captures Organization's desired spirit
Representational: Gives a better understanding of how
an individual purpose can be realized in the group
Challenging: Compels the Organization to stretch to
goals beyond what is comfortable
Stimulating
Forward Thinking: Describes a meaningful and
preferred future state
Inspirational: Challenges and encourages employees
Motivational Attainable: Perceived as something the Organization
can achieve
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What does your organization’s vision say about you?
International
Paralympics
Committee
Deloitte
Ford Motor
Company
Comprehensive
Stimulating
Motivating
“To Enable Paralympic Athletes to Achieve
Sporting Excellence and Inspire and Excite
the World”



“Our professionals should do more than
delivering value to clients. They should
excel in all aspects of the business, in all
regions of the world”



“To become the world's leading Consumer
Company for automotive products and
services”



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Components of strategy: Strategic Goals
Mission
Vision
Strategic Goal 1
Initiative 1
Initiative 2
Strategic Goal 2
Initiative 3
Initiative 1
Initiative 2
Initiative 3
Performance
Management
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Understanding the strategic goals
 Focus on the long-term objectives of your organization over 3-5 years
(tied closely to the future state discussion earlier)
 Focus on the following areas at a minimum:
−
People/Staffing
−
Process and Procedures
−
Programs
−
Budget
−
Technology/Facilities
 Goals are strategic and normally don’t change – doesn’t mean they
can’t if the environment changes
 Goals drive the business planning decisions of the organization
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Components of strategy: Business Planning
Mission
Vision
Strategic Goal 1
Initiative 1
Initiative 2
Strategic Goal 2
Initiative 3
Initiative 1
Initiative 2
Initiative 3
Performance
Management
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Tactical business planning
After developing the current and future state, you understand the gaps that
need to be addressed
 Initiatives are specific measureable steps that you implement over
your period of performance to achieve your future state
− Develop a business plan that defines the specific initiatives that you need
to accomplish the first year
− Yearly initiatives need to define the actions that need to be successfully
implemented to continue the process into year two

Example – An increase in program support by year 5 requires the development of an
impact plan in year one, negotiating more facilities and identifying potential
participants in year two, identifying and hiring staff in year three, etc.)
 Initiatives enhance the previous year initiatives
 With the initiatives in place you now have the information to provide
effective performance management
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Components of strategy: Performance Management
Mission
Vision
Strategic Goal 1
Initiative 1
Initiative 2
Strategic Goal 2
Initiative 3
Initiative 1
Initiative 2
Initiative 3
Performance
Management
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Effective performance management
 Measures and metrics should be associated with the initiatives
 Metrics should provide insight into the progress of the specific
initiative as well as providing success of the overall goal
 To be successful, the metrics should be consistent with SMART
− Specific
− Measurable
− Attainable
− Realistic
− Timely
 SMART approach helps you in defining the content and expectations of
your initiatives
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Cross-Cutting Observations
Updating Your Strategic Plan
Useful Tips
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Cross-cutting observations
Observations of challenges collected through workshops with PSC
 Clear definition of a future state (what do you want to be when you
grow up)
 Development of a clear strategy with initiatives focused on a future
state
 Definition, development and implementation of an effective board of
Directors
 Clear and effective marketing approach
 Better use of social networks (internet, blogs, twitter, etc.)
 Sustained commitment to community while developing new programs
for the future
 Effective fundraising approaches
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Challenges faced by all types of organizations
An absent or inactive
Board of Directors
Inability to say no to
programs that may not
be a strategic priority
Lack of independence
from local Government
regulation
Lack of or inconsistent
understanding of
overall strategy
Cross-cutting
themes
Lack of or inconsistent
communication to
internal and external
stakeholders
Lack of or inconsistent
branding of
organization
Lack of clear
fundraising strategy
Need to add staff or
develop internal
competencies to meet
future state
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Updating your strategic plan
A variety of signals can indicate that it is time for you to update or change
your strategic plan
Update or change your strategic plan when you notice changes in:
Funding environment: Are you seeing major shifts in the type and
level of support to your organization?
Policy changes: Have new policies created challenges or opportunities
for your organization?
Competitive environment: Have new competitors or collaborators
entered the space you operate in?
Organizational leadership: Do you have a new executive director or
Board leadership?
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Useful tips
Extensive strategic planning experience yields the following insights
for implementation:
Use your strategic plan as a decision tool: Ensure your tactical and
organizational decisions align with your strategic goals
Stay flexible in your approach: Maintain a balance between consistent
focus and adapting to changing circumstances
Constantly communicate your strategy: Ensure that your stakeholders
are acutely aware of your strategy
Identify and empower change champions: Identify those people that
will drive the process forward
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Presenter Contact Information
Chuck Steele
571-379-6615
chusteele@deloitte.com
Johan Van Der Walt
571.882.6122
mvanderwalt@deloitte.com
Abbi Hills
607-379-2636
abhills@deloitte.com
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© 2011 Deloitte Touche Tohmatsu