Strategic Planning

Many organizations pay lip service to "strategic planning." But, too often, all that means is a document developed behind closed doors … distributed to a select few … and stuck in desk drawers never to be referred to again.

To be truly useful, a strategic plan must integrate the values and goals of your organization. Reflect the wisdom and collective experience of all levels of staff. Be "owned" by everyone. And used day-to-day as a guide in decision-making.

If you’re ready to harness the awesome power of strategic planning to propel your organization ahead, attend NCCE’s timely practical, two-day seminar. You’ll gain an overall framework for developing, implementing, monitoring and measuring a dynamic plan that serves as a trusted compass for navigating today’s volatile business world. And as a valuable "insurance policy" that virtually ensures you get where you want to be.

Learn how to turn goals into action - and results

With a strategic plan in hand, organizations can see the future clearly. Make real progress toward their goals. Avoid missed opportunities.

It’s a vital business tool - but no one ever said creating it is easy. The process can be tedious, frustrating and time-consuming. Now, in this dynamic, skill-based, two-day seminar, you’ll learn everything you need to know to pull together people and information across many organizational boundaries … and streamline and simplify the planning process.

More than just another seminar on the theory of planning, NCCE’s Strategic Planning actually teaches you how to do it. Step-by-step instructions guide you through all the basic phases of the process, including creating an organizational vision, gaining participation, performing SWOT analysis, building a timeline, dealing with uncertainty and much more.

If you already perform strategic planning for your company, you’ll gain many tips to fine-tune the process. If you don’t, there is no better way to start than with the proven approach you’ll master here.

• Two types of planning: strategic and operational
• What is strategic planning - a definition
  • A management tool
  • A reality check
  • A focus on the future
  • Terms associated with strategic planning
  • Visioning
  • Long-range planning
  • Planning models
  • Internal/external assessment
  • Strategic thinking; Strategic management
  • Critical investment areas
  • Goals; Action plans; Key outcomes
  • Outcome measurement
• Importance of strategic planning
  • Defining the purpose of the organization
  • Purpose is to turn organizational vision into reality and to support the mission
  • Establishing realistic goals for improved productivity
  • Strengthening the organizational culture
  • Providing a base from which progress can be measured
  • Establishing a mechanism for informed change when needed
  • Creating a forum for participation and involvement
  • Developing reasonable expectations and accountabilities
• Reasons for failure
  • Lack of leadership initiative
  • Poor communication (secretiveness)
  • History - experience with previous plans (tradition)
  • Credibility of leadership
  • Perception of how realistic goals are with available resources
  • Little input from all employee levels
  • Failure to think further ahead than this current crisis-filled environment

• Creating a vision
  • Incorporating beliefs
  • Reflecting values
  • Benefits of visioning:
    • Fostering creative thinking
    • Providing continuity
    • Pointing out discrepancies between the desired end and the current activities
    • Encouraging teamwork
    • Building a sense of ownership
  • Focusing on outcome - the benefit is the process, not the plan document
  • Leadership commitment - engagement through the entire process
  • Reduced conflict throughout the organization
  • Lack of crises which may detract from the ability to think futuristically
  • Resource allocation to support the plan
  • Willingness and ability to challenge the status quo -why this is now a necessity!
  • A process for collecting and interpreting information
  • Logistics of beginning the process
    • Completing the planning process even when under economic pressure
    • Establish a committee to shepherd the process
    • Include all levels of staff through focus groups, surveys or retreats
    • Include client input through focus groups, customer service surveys, value surveys or individual interviews
  • Using a consultant/facilitator
    • Selecting the right person
    • When and why to use one

• Mission and vision statements developed with executive leadership
• Defining broad organizational goals
• Visioning with managers
• Assessment - SWOT analysis
  • Core competencies
  • Financial analysis
  • Gap analysis
  • Competitive and trend analysis
  • Resource projections
  • New and unexpected threat assessment
  • Creating responses, not reactions to external situations
• Evaluation of collected data
• Critical investment areas (strategic initiatives)
• Comparison of critical investment areas with resources and current status to determine a realistic timeline
• Key strategies to achieve the goals
• Action planning
• Measurement of outcomes and goals
• Four strategic planning models
  • Basic planning
  • Goal-specific planning
  • Course correction planning
  • "What-if" scenario planning

• Balancing action plans with resources
• Creating reality check points
• Communicating the plan
• Integrating the organization's systems, processes, culture and people skills with the outcomes
• Enforcing the accountabilities

• Building a timeline for measurement and review
• Building accountability into organizational processes
• Establishing teams to continuously update and revise the plan with newly available data

General Management: Presidents/CEO’s, COO’s, Managing Directors, Business Unit Managers, Business Owners and Entrepreneurs

Finance and Accounting Management: CFO’s, VPs, Directors and Managers of Finance, Budgeting, Accounting

Marketing/Sales Management: VPs, Directors and Managers of Strategy, Marketing, Sales, Product Development, Business Development, Competitive Intelligence, Pricing

• Liz Stewart