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Strategic Planning including Operational Plan with Hoshin Tools

Submitted by c4ioe on Mon, 08/10/2009 - 13:31
Overview: This workshop provides an overview of a strategic planning process through divergent (blue-sky, creative) thinking to consensus on values/mission/vision, decision-making processes, board involvement, key actions, creation of an operational plan with a timeline, and assessment of "quick-hit" improvements. Hoshin techniques (from Japan) used in this process are practical tools to ground the planning to organizational metrics. NOTE: This workshop teaches the overview of how to effectively do strategic planning, including the important piece of being able to operationalize the plan, plus ground it in metrics. It does not allow a group to actually do strategic planning during the workshop, and is meant for groups to be able to do strategic planning after leaving the workshop. C4IOE can also provide consulting support after the workshop for strategic planning processes.
 
Suggested Attendees:
C-Level executives, Directors, Teams/Committees and Boards responsible for strategic direction and operational planning. This course is well-suited for businesses, government or non-profit organizations, and educational institutions. Why not send a team or a committee who is doing the planning for your organization.
 
Objectives:
  • Learn an effective method for strategic planning
  • Develop ways of involving your stakeholders in planning processes
  • Develop a method for operationalizing your strategic plan to embed it in the organization – including the creation of an 18-month action plan with timeline & responsibilities
  • Develop or refine your vision, mission, values, core strategies & competencies and value propositions, along with key actions
  • Identify 3 ways of prioritizing your key actions and organizational objectives
  • Determine how best to develop a communication plan with your key stakeholders, employees, customers/clients and the public, regarding your strategies, goals, objectives
  • Learn about Hoshin techniques that help to ground the process
  • Identify options for developing success measures for the organization
 
Length/Time:                7.5 hours = 9:00am to 4:30pm
 
Outline of Topics:
 
1.   Introductions
  • Expectations/objectives including Workgroup/Team Goals
  • Workshop Overview
2.   Developing the Boundaries of Planning
  • Who will on the planning team – roles, etc?
  • How long of a process – one day vs. 3 months (benefits & issues)?
  • Logistics – meetings, times, using technology – Skype, email, teleconference, etc.
  • Who are the stakeholders to be included in the process & how will we involve them?
  • What are we looking to accomplish in this process?
 3.   Using Various Component Options for Developing a Strategic Plan
  • Customized stakeholder survey
  • Key stakeholder interviews
  • “Values” workshop – highlights unique operating principles, culture, values, etc.
  • Strategy formulation
  • Strategy approval
  • Follow-up activities
 4.  Phase I – Solicit Input from Stakeholders
  • Collecting information from stakeholders on
    • SWOT analysis
    • Mission & Vision Statement and Core Values
    • Market Needs and Key Actions
  • Communication Plan - Using email, surveys and interviews
5.   Phase II – Gather & Disseminate Organizational Info & Pre-Work
  • What information needs to be collected, disseminated and read/digested by the team prior to engaging in strategic planning
  • Ensuring commitment and buy-in for the planning process
6.    Phase III – Review & Include Information from Stakeholders and Complete a SWOT Analysis
  • How to include information collected from stakeholders with the planning team’s process
  • Using a SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats) to synthesize information from stakeholders and team
  • Developing a blue-sky, creative approach to planning, while remaining practical (keeping our feet on the ground with limiting parameters)
  • Achieving consensus around SWOT
7.    Phase IV - Develop Ideas for Mission & Vision Statements, Develop Core Strategies and Competencies, and Establish Success Measures
  • Developing a Mission and Vision – how you currently operate will help to develop statements
  • Revamping/revisiting current Mission & Vision Statements; How to get group consensus and not spend hours word-smithing
  • What’s the difference between the organization’s core strategies and core competencies? How do we know what our core strategies and competencies are? Why define them?
  • How do we know what metrics to use for organizational success measures? How do we write success measures? How do they tie to the strategic plan and operational plan?
  • What are some options for success measures (e.g. Balanced Scorecard, Dashboards, PMPs, etc.)

8.    Phase V – Brainstorm Actions and Affinitize and Identify Key Actions

  • Using open/divergent thinking to develop key actions to achieve vision & mission
  • Affinitizing & synthesizing the work of the planning committee
  • Identifying key actions for the organization
9.   Phase VI – Prioritize Action Areas
  • Determine Which Actions Drive Others
    The group looks at driving or causal relationships between action areas. 
  • Determine Gap in Actions 
    The group examines the room for improvement (or gaps) in each of the action areas.
  • Determine Link Between Actions and Success Measures                                                          
10.   Phase VII – Operationalize the Strategic Plan – Creating an Action Plan with Timeline, and Creating Value Proposition Statement(s)
  • How to operationalize the strategic plan – making it actionable across the organization; ensuring it doesn’t just get “shelved”
  • Developing an action plan from the strategies, including timeframes & responsibilities across 18 months
  • Using value proposition statements to communicate the organization’s strategic goals, mission and vision in a way that appeals to your customers or clients
11.  Phase VIII – Writing the Strategic Plan & Action Plan
12.  Phase IX – Follow Up Actions
  • What needs to occur after developing the strategic plan to ensure it is:
    • embedded in the work of the organization and made actionable at all levels
    • something for which people are held accountable
    • communicated to your customers/clients and the general public
13.  Summary & Action Planning