Vision-Based Strategic Planning

1. Vision-Based Strategic Planning May 15, 2013

2. Today's Learning Objectives…. • Define the key concepts related to Vision-Based Strategic Planning • Understand the key elements of creating a mission statement, vision statement, and action plans as well as tracking/monitoring implementation progress • Recognize the derived value from Vision-Based Strategic Planning • Determine which personnel to engage in Vision-Based Strategic Planning • Understand how to begin the conversation around the need for and value from Vision-Based Strategic Planning

3. Agenda • Welcome & Introductions 9:00 – 9:10 • Warm-up Exercise 9:10 – 9:15 • Intro to Strategic Planning 9:15 – 9:25 • Mission 9:25 – 9:40 • Vision 9:40 – 9:55 Break 9:55 – 10:05 • Action 10:05 – 10:30 • Continuous Monitoring 10:30 – 10:40 • The Way Forward 10:40 – 10:45 • Q&A 10:45 – 11:00

4. Warm Up Exercise!

5. Think about an organization you have been a part of…. • Division or unit at work • Community organization • Industry association • Philanthropic activity • Sports team

6. Next…Please take a moment and think about the following • Who are the stakeholders? • Individuals or groups who are affected by the organization’s progress towards goals • e.g. senior executives, citizens, customers, teammates, management • What are some typical challenges that the organization faces in achieving goals? • What are some current strengths of the organization’s operation? • What are some current weaknesses of the organization’s operation?

7. Why are these questions sometimes difficult to answer?Challenges result from… • Inconsistent and ineffective communication • Limited collaboration • Outdated and misaligned priorities • Siloed business units

8. Vision-Based Strategic Planning

9. “Failing to prepare is preparing to fail.” - John Wooden “If you don't know where you are going, you will wind up somewhere else.” - Yogi Berra

10. Vision-Based Strategic Planning Vision > Strategy > Action • Approach • Define organization’s mission • What you do • Where you are • Establish a vision • Where you want to go?

11. Vision-Based Strategic Planning • What is a Mission Statement? • Clear, concise message defining an organization’s purpose • Sets expectations • Drives effective alignment with strategy • Guides development of action plans • Ensures that delivery is a product of why an organization exists

12. Vision-Based Strategic Planning Establishing a Mission – Three Key Elements • What is the organization’s purpose? • What is the organization providing to its internal/external stakeholders? • What does the organization want its stakeholders to gain?

13. Vision-Based Strategic Planning • Boys & Girls Clubs of America • To enable all young people, especially those who need us most, to reach their full potential as productive, caring, responsible citizens. Establishing a Mission – Examples Key: Purpose Providing Gaining Culinary Institute of America The Culinary Institute of America is a private, not-for-profit college dedicated to providing the world's best professional culinary education…We teach our students the general knowledge and specific skills necessary to live successful lives and to grow into positions of influence and leadership in their chosen profession.

14. Vision-Based Strategic Planning • What is a Vision Statement? • Establishes what an organization wants to be • Effective Vision Statements: • Credible • Realistic • Focused on the future (typically 2-4 years out) • Illustrate what the organization looks like if goals are achieved

15. Vision-Based Strategic Planning What’s Your Vision? Think about the newspaper headline of your success story! Is your headline? • Credible • Realistic • Measurable • Reasonably attainable within 2-4 years

16. Vision-Based Strategic Planning So You Understand Your Mission…Now What’s Your Vision? Example…A Marathon Runner Headline: • “Andrew Moses Completes NYC Marathon” • “Andrew Moses Wins Olympic Gold Medal”

17. Vision-Based Strategic Planning: Path to Achieving Value

18. Vision-Based Strategic Planning Derived Value • Integrate the achievement of the organization’s vision • Strategy set by leadership • Executed by management and staff • Drive tactical actions • Makes it operational • Focus is on day-to-day execution • Establish accountability, transparency, and responsibility across organization

19. Vision-Based Strategic Planning Turning Vision into Measurable Action

20. Vision-Based Strategic Planning Business Owner Engagement • Engage the right personnel and “get hands dirty” • Executive office to front line • Create ownership • Drive enthusiasm • Foster collaboration

21. Vision-Based Strategic Planning Engagement at all levels is key! It Takes a Village…

22. Vision-Based Strategic Planning • Engagement is Key! • How do you engage? • Surveys • E-mail Suggestion Boxes • Town Halls • Interviews Inputs from engagement across the organization drives Vision-Based Strategic Planning

23. Strategic Planning Establish feedback loop and reassess regularly Create actionable strategies with interim milestones and key performance indicators Define high-level approaches to achieve visions Leverage strengths/opportunities Manage weaknesses/threats Business Owner Engagement

24. Strategic Planning Establish feedback loop and reassess regularly Create actionable strategies with interim milestones and key performance indicators Define high-level approaches to achieve visions Leverage strengths/opportunities Manage weaknesses/threats Business Owner Engagement

25. Strategic Planning Environmental Scan • Identify internal/external factors present within the organization’s environment that promote or impede achievement of vision • Leverage strengths and seize opportunities • Manage weaknesses and prepare for threats • Focus on the present

26. What does your organization want to accomplish? • What are your current strengths supporting achievement of goal? • What are your current weaknesses that impede achievement of goal? • What opportunities exist in the environment that potentially foster achievement of goal? • What threats exist in the environment that potentially impede achievement of goal?

27. Strategic Planning Establish feedback loop and reassess regularly Create actionable strategies with interim milestones and key performance indicators Define high-level approaches to achieve visions Leverage strengths/opportunities Manage weaknesses/threats Business Owner Engagement

28. Strategic Planning Define Vision-Driven Strategies • Leverage an understanding of the environment • Define high-level strategies • Establish a means to achievement of the organization’s vision • Ensure strategic alignment with mission • Determine desired scale, scope, and impact • Consider stakeholders affected/buy-in required

29. Strategic Planning Sample Vision-Driven Strategy Matrix

30. Strategic Planning Establish feedback loop and reassess regularly Create actionable strategies with interim milestones and key performance indicators Define high-level approaches to achieve visions Leverage strengths/opportunities Manage weaknesses/threats Business Owner Engagement

31. Strategic Planning Develop Action Plans • Drive strategy into operation • Create action plans that include the following: • Critical steps • Specified outcomes/timelines • Designated responsibilities/process owners • Resources required for implementation • Funding • Human • Technological • Communication/change management plans

32. Strategic Planning Sample Action Plan Matrix

33. Strategic Planning Key Performance Indicators (KPIs) • Continuously measure progress towards achievement of organizational visions • Establish and monitor KPIs • Ensure that KPIs track real, tactical outcomes • Track the highest-priority outcomes critical to the success of each action plan • Establish realistic targets • Celebrate success • Consider reward/incentive programs

34. Strategic Planning Key Performance Indicators (KPIs) • Examples of KPIs • % customer satisfaction • # of process defects • # of stakeholders engaged • Real-time dashboards

35. Strategic Planning Establish feedback loop and reassess regularly Create actionable strategies with interim milestones and key performance indicators Define high-level approaches to achieve visions Leverage strengths/opportunities Manage weaknesses/threats Business Owner Engagement

36. Strategic Planning Continuous Monitoring • Establish recurring monitoring activities • Regularly evaluate the effectiveness and relevancy of Vision-Based Strategic Plan • Establish effective feedback loop • Two way communication • Maintain meaningful engagement • Open, ongoing dialogue

37. Strategic Planning Continuous Monitoring • Reconvene planning group regularly • “90/180 look” (e.g. quarterly check-in) • Leverage insight to identify necessary performance improvement, communication, and outreach • Refine plan as necessary

38. Strategic Planning Recap • Key elements of an effective Vision-Based Strategic Plan • Environmental Scan, Vision-Driven Strategies, Action Plans, and KPIs • Maintain a positive attitude about the process when in the presence of others • Strategic Planning is cyclical and an ongoing, “living” exercise

39. Strategic Planning The Way Forward • Start the conversation • Leadership: • Socialize the idea amongst your management team • Engage other leaders externally • Staff: • Recognize that strategic planning can be done at any level • Seek opportunities to share input

40. Contact Information Connect with Andrew Andrew Moses Manager, Financial Management & Performance Improvement (732) 742-0630 Andrew.Moses@morganfranklin.com

41. Questions & Answers

42. Vision-Based Strategic Planning