Mission Statement
Every organization has a specific purpose, and each part of that organization plays a role in achieving its unique mission Establishing a clear understanding of this mission is crucial for effective strategic planning.
Many line managers overlook the organization's mission, as it is seldom a topic of discussion However, engaging the planning team to agree on a clear mission statement is crucial Developing such statements can be challenging, and the selection of goals and objectives is closely tied to the organization's mission.
"(A)n organizational mission statement takes time, patience, involvement, skill, and empathy."
Habits of Highly Effective People
Governments often initiate projects and programs based on national directives, agency initiatives, regulatory requirements, court orders, and treaties These programs typically have indefinite timelines, which is why their mission statements should not include specific dates For instance, a strategic objective might be to place a person on Mars by 2020, whereas a broader mission statement could focus on the exploration of the solar system for the benefit of all humankind.
Mission statements (like organizations) tend to stand for long periods of time But they should be examined and debated periodically both by those to whom the organization
In a large organization, a clear hierarchy of missions exists, with each level deriving its purpose from the overarching mission of the parent organization It is crucial for the planning team to ensure they are aligned with this mission A well-crafted mission statement clarifies the organization's purpose for both internal and external audiences, serving to inspire and motivate while narrowing the focus Ideally, it should be concise—around 100 words—effectively communicating what the organization does, for whom, and how, while detailing the products or services offered to clients or customers and the activities undertaken to deliver them.
Note: Help Menus are provided throughout the guidelines to facilitate discussions during development of strategic plans.
Will it be clear to every one within and outside the organization?
Does it tell what our job is, what needs we are trying to fill, for whom, how?
Is it clear who we regard as our customers—not only who they are but who they should be?
Is our primary focus or strategic thrust clear? Does it reflect our distinctive competence?
Does it reflect our core values, philosophy and beliefs? Will it energize, motivate, and stimulate our organization?
Is it concise enough for people to remember the main points?
Situation Analysis
To achieve the outlined objectives, it is essential to engage in discussions and articulate a clear mission statement that defines the purpose Additionally, consider whether the overarching mission should be divided into multiple segments, each accompanied by its own mission statement and strategic plan Finally, establish a suitable planning time horizon that aligns with these goals.
To assess our current position in relation to our mission, we conduct a situation analysis, also known as an environmental scan This involves gathering and analyzing data to objectively evaluate our standing within the business landscape, considering both internal and external factors that may influence our future success Specialists and key managers play a crucial role in this process, as larger corporations often require detailed analysis of the business climate, marketplace, and competition Given the extensive data collection needed for major programs, the planning team must prioritize information that affects long-term objectives, focusing on stakeholders, key performance indicators, and trends that present opportunities or threats, as well as internal strengths and weaknesses.
STAKEHOLDER NEEDS, WANTS, AND EXPECTATIONS—
Stakeholders play a crucial role in strategic planning, encompassing individuals who perceive a vested interest in the success of a business or unit It is essential to identify these stakeholders and understand their needs and expectations as we formulate long-term strategic objectives Stakeholders include both internal parties, such as management and employees, and external groups like regulatory bodies and public representatives A valuable exercise is to create a stakeholder model that visually represents the business's inputs and outputs, prompting discussions about the target customers for the planning period This model aids in clarifying which products and services are tailored for specific clients and highlights the perspectives of both internal and external stakeholders, ensuring their expectations are integrated into the development of strategic goals and objectives.
The stakeholder model emphasizes the significance of the development and discussion process over the final graphic representation.
Identifying stakeholder groups and understanding their potential impact on strategic planning is essential Previous research has shown that interviewing diverse stakeholders in a safe environment yields valuable insights and fosters productive discussions.
Competition communities where organizational facilities are located
Employees—clerical and professional, union
Field Offices and National Labs
An essential aspect of strategic planning involves engaging in discussions and debates about various trends that could influence the enterprise during the planning period The key is to identify critical success factors within your departmental activities and analyze their past impacts while forecasting future directions Understanding these trends is crucial for adapting and thriving in a dynamic environment.
Organizations must identify which trends are most relevant for their specific activities to ensure successful analysis Planning team leaders should guide their staff in collecting and analyzing data on these trends, while recognizing that not all trends will impact their business The goal of this analysis is for the planning group to identify trends that present either opportunities or threats, which will be crucial in formulating goals and strategies Ultimately, these insights will lead to strategic questions, such as, "How can we respond to given this situation?"
What will be our share? increases/decreases in needs/demands.
Sociological demographics, impacts on sites, environment
Regulatory federal, state, local changes/outlook
Political public acceptance, arms control, congressional pressures
The organization structures, changing roles, rightsizing
Facilities aging, fragility, modernization (for what?)
Staff aging, replacement of expertise, diversity
STRENGTHS AND WEAKNESSES (OR ASSETS AND CONSTRAINTS)
Conducting a performance self-assessment is crucial for identifying goals and objectives within a program or activity This process involves evaluating strengths and pinpointing areas for improvement By recognizing weaknesses, which may hinder the achievement of strategic goals, organizations can effectively categorize these challenges as strategic issues Ultimately, this exercise aids in highlighting the most significant weaknesses that need to be addressed.
Benchmarking in corporate strategic planning involves assessing performance through both external comparisons with competitors and internal evaluations against past achievements This method focuses on continual improvement, requiring organizations to measure their progress over time to enhance mission efficiency and effectiveness To foster ongoing performance enhancement, it is crucial to conduct honest assessments of strengths and weaknesses, engaging all team members in the process.
In competitive program areas, a thorough situation analysis is essential, involving a review of past achievements and the formulation of relevant goals, issues, strategies, and action plans In certain sectors, competition is reduced due to the specific definitions of independent missions, while in other cases, there are no public or private entities engaged in similar work.
In regions lacking genuine competition, organizations should implement internal benchmarking to consistently enhance their performance and achievement standards By referencing the best practices from leading organizations globally or nationally, companies can ensure their performance standards remain exceptionally high.
In conducting a comprehensive situation analysis, the team must remain vigilant to both the implicit assumptions they are making and those they consciously choose to adopt, as these will significantly influence their long-term strategic planning and future activities.
Stakeholder needs, customer projections, and market trends often come with inherent assumptions that must be clearly articulated in the strategic plan By explicitly stating these critical planning assumptions, teams can ensure transparency and provide a foundation for evaluating the plan's relevance over time Clear and well-presented assumptions not only act as a checkpoint for necessary updates but also guide the review of objectives and strategies, ensuring alignment with evolving market conditions.
Who cares about our success over the planning period?
External = "bosses," regulators, various publics, customers, etc.
Internal = "bosses," auditors, employees, Contractors, etc.
Will demands increase/decrease? What will competitors do? Threats
Will they impact us? How?
Opportunities and Threats = institutional, political, economic, and technological
For more information see Reference 6, p 117; or Reference 8, p 135.
Vision, Strategic Goals, and Objectives
DEVELOPING STRATEGIC GOALS AND OBJECTIVES
Strategic goals and objectives represent the long-term aspirations we aim to achieve by the conclusion of our planning period It is essential to differentiate between various types of outcomes: ideals are ultimate aspirations that may never be fully attained, objectives are specific targets we aim to accomplish within the planning timeframe, and goals are broader aspirations that may not be fully realized by the end of the period.
In organizational strategic planning, "goals" refer to broad outcomes, while "objectives" are specific targets aimed for within a defined planning period During long-term planning, typically spanning 10 to 40 years, the focus is primarily on strategic objectives.
Lyndall Urwick, one of the pioneer management specialists of the World War II era, wrote in 1941:
"The first characteristic of a good plan is that it is based on a clearly defined objective."
The effectiveness of the planning team in achieving motivational and creative objectives largely hinges on their assessment of the current situation, stakeholder expectations, emerging trends (both threats and opportunities), and an evaluation of past performance, including available assets and liabilities.
Before or after conducting a situation analysis, the planning team should envision their desired future at the end of their chosen planning period A key question to consider is, "What would the XYZ organization look like in 2020 if our programs were truly successful?" This inquiry can spark valuable discussions about varying future visions and help establish consensus on key objectives For instance, the Defense Programs team might explore, "What will the weapons complex configuration be in 2025 if we achieve our goals?" By focusing on the desired outcomes rather than the methods, this approach encourages meaningful dialogue about success and allows the group to generate specific objectives necessary for realizing their vision.
Strategic planning teams often generate an overwhelming number of objectives, particularly for major sites or programs These objectives typically encompass various aspects, including program operations, employee welfare, environmental issues, waste management, health and safety, security, productivity, costs, quality, management excellence, and community concerns To streamline this extensive list, it is essential to categorize objectives into "musts" and "wants," identifying the most critical "wants" to focus on the key strategic objectives that truly matter.
WRITING AND EVALUATING GOAL/OBJECTIVE STATEMENTS
To maximize the value of strategic objectives, they must be clear, measurable, and strike a balance between challenge and achievability Key performance indicators should be established to assess success, and objectives should include a deadline for completion within the planning period When objectives are ambitious yet realistic, they enhance credibility and inspire progress beyond the current status quo.
Questions the team will want to ask about their proposed objectives are:
1 Do they suggest some means for measuring their accomplishment? What are the performance indicators going to be?
(e.g., percentage of energy demand supplied by nuclear, projected unit cost of power.)
2 Does the objective include a date by which it is to be achieved, if that date is earlier than the end of the planning period?
3 Will the objective as stated be useful in "driving" or guiding the preparation of the multiyear, operational, and other program plans?
Are they bold enough to challenge the status quo and express our desire for change? Can they inspire our departmental team to strive for excellence and clearly communicate our vision for a better future?
5 Do they appear achievable, i.e realistic enough to have people be convinced we are serious, not just dreaming?
Conservative managers often establish achievable targets, while risk-takers set ambitious goals to attract resource allocation and engage vocal stakeholders Striking a balance is crucial; if the likelihood of achieving a goal is too low (10-20%), it can be exciting yet demotivating due to disbelief in its feasibility Conversely, overly safe objectives (80-90%) lack motivation and challenge.
Strategic objectives aim to inspire organizations to achieve beyond their perceived limits, often with a success probability of around 50% In contrast, operational plan objectives require a significantly higher likelihood of achievement As one saying goes, "There are no unreasonable objectives, only unreasonable time frames!"
In 1787, prior to the Constitutional Convention, George Washington urged his fellow delegates to avoid half measures that might ensure success but lack ambition He emphasized the importance of bold and innovative proposals, warning that playing it safe could lead to opposition and ultimately discredit the delegates' efforts.
It is likely that our proposed plans will not be accepted If we compromise our principles to satisfy the public, we will struggle to justify our actions later Therefore, we must establish a standard that wise and honest individuals can uphold.
When evaluating a goal statement, it's important to consider if its purpose is clear and self-evident Adding an explanatory phrase like "in order to " can enhance clarity and provide context, making the goal more understandable.
As stated earlier, one essential feature of a well-written objective is measurability.
After refining their strategic objectives, the planning team must focus on tracking progress effectively The emphasis should be on assessing whether they are on the right path, rather than merely ensuring accountability, as is the case with operational plans If progress falls short of expectations, it is crucial for the planning team to identify the underlying causes and reevaluate their strategies accordingly.
Strategic plans typically include two or three key performance indicators (KPIs) or critical success factors that can be quantified to evaluate the effectiveness of established objectives Although strategic goals may span a decade or longer, the selection of performance curves often requires arbitrary choices due to the limited value of precise numerical tracking over extended periods However, consistently monitoring these performance indicators across all objectives can significantly assist the team in assessing the effectiveness of their chosen strategies.
Some hypothetical examples are given below, together with comments to highlight features.
Provide a cost effective research and development program ready for decisions to be made with regard to deployment by the year 2020
Comments: The year is critical to this objective statement, hopefully there is a 50:50 chance it can be done by then Is the decision point for deployment clear, realistic and challenging?
By 2010, the goal is to develop a new plant or building design that is both economically viable and environmentally sustainable, incorporating passive safety features to prevent accidents similar to those at Three Mile Island and Chernobyl, ensuring it is ready for commercial use.
Comments: An example of adding on an explanation as to why an objective is desirable
Develop cost-effective solar technologies to provide 25 percent of the energy requirements for buildings in the near term and 50 percent in the long term
Strategic Issues
To effectively translate our vision into reality, we must set challenging objectives that highlight the gap between our current situation and our desired future Strategic planning tools can help analyze this gap, and a straightforward method is to examine our objectives alongside a situation analysis By identifying the key barriers or obstacles we face, we can pinpoint the strategic issues that need to be addressed to achieve our goals.
The initial step in addressing the question of "how" to achieve our objectives is crucial Many managers possess significant experience and skills in problem-solving, often feeling more at ease when navigating the "how" aspect of their roles.
"what" area of objective setting Articulating the issues can be a useful step in problem solving— making sure the problem we are about to solve is clearly understood.
Emphasizing the term "strategic" is crucial for planning teams, as they should avoid merely listing current issues and management concerns Instead, the focus should be on reflecting on strategic objectives and pinpointing the most significant and probable challenges—such as those related to science, technology, funding, time, facilities, personnel, and information—that could hinder their achievement.
Strategic issues come in various forms and are most effective when they clearly articulate a problem, enabling the planning team to propose actionable solutions Examples of strategic issues can be framed as statements or questions, guiding teams to focus on identifying and addressing key challenges.
The United States cannot function in an energy emergency without refineries capable of converting strategic petroleum reserves and other domestic oil into refined products
How can the Organization develop an under-standing and acceptance internally and by the majority of the stakeholders or public of the real relative risks of alternative plans?
Insufficient funding, lack of coordination, and emphasis on short-term goals of R&D activities defer the development and commercialization of new technologies
The initiation of commercial operations at nuclear power plants has led to significant spikes in electricity prices at certain utilities This surge has prompted a strong backlash from consumers, causing utilities to hesitate in pursuing large-scale capital projects, whether related to nuclear energy or other sources.
To achieve long-term downsizing strategically, the XYZ department must implement a careful plan that minimizes disruption to operations, research and development, and environmental initiatives in the short term This involves conducting a thorough analysis of current resources and workflows, prioritizing essential functions, and identifying areas for efficiency improvements By fostering open communication with employees and stakeholders, the organization can ensure a smoother transition while maintaining productivity and commitment to sustainability Additionally, investing in technology and training can enhance operational resilience, allowing the department to navigate necessary changes without compromising its core values and objectives.
To what extent could innovative productivity programs reduce the funding pressures of remediation, safety, security, compliance, audit, and other such critical activities?
What are the key obstacles that may keep us from realizing our vision?
Is it likely to be a strategic barrier? Not something that will be taken care of in the next year or two?
Is it specific enough to suggest strategies for overcoming or resolving it?
Is it just a restatement of the undesirable situation we are in today?
For more help see Reference 6,
Strategies
Engaging in discussions about issues fosters a wealth of ideas for effective problem-solving By developing strategic approaches, we clarify our goals and outline the pathways we intend to pursue, both now and in the future, to achieve our long-term objectives.
Strategies are essential courses of action designed to achieve specific objectives or overcome obstacles Often, individuals and organizations may embark on these actions without fully understanding their goals, leading to justifications for decisions made, such as impulsive purchases This phenomenon is also evident in orphan programs or projects with unclear or unaccepted objectives Given the extensive planning undertaken in major Department programs, it is crucial to recognize that strategy development is not uncharted territory Ultimately, careful strategy formulation is vital for achieving organizational goals and ensuring the future well-being of the nation.
The primary distinction between strategies and action plans lies in their level of detail, with both aimed at fulfilling a mission A strategy provides a long-term direction, while an action plan focuses on the specifics of resources and timing needed to achieve strategic objectives Strategies serve as enduring guidelines for years, suggesting potential programs, whereas tactics, outlined in multi-year action plans, specify concrete actions to implement For instance, a strategy might involve keeping employees informed, while a tactic could be the investment in a local area network computer system.
This case study illustrates the process of strategy formulation, initiated by an external contractor aiming to create a formal planning framework for the long-term success of site operations The strategic planning effort began with brainstorming sessions focused on identifying effective strategies to achieve operational excellence in the future.
(courses of action–direction) yielded the following alternatives/options:
Hire a consultant to tell us what to do and how
Appoint a committee of MBA types to do it
Appoint a small team of line managers to do it
Involve all the top line managers
Focus on a long-term (10-year) future
Focus on both long- and short-term
Do it every 2 years from scratch
Do it on rolling-basis, with a new 10-year period each year
After debate and evaluation, the team consensus strategy was:
Involve the entire top management team, focus on the longer-term (10-year), and do it on a "rolling" basis.
The strategic direction outlined is beneficial for subsequent action planning, offering valuable guidance and direction While the strategies do not delve into the specifics of implementation, such as roles and timelines, they serve as a crucial framework for effective execution.
Some hypothetical examples of strategies may be of value in showing the general kind of direction that will be useful in driving program planning Examples are the following:
Inform the public about the safety of existing SITUATIONS and provide a public information program that will allow a clear comparison of the risks from alternatives
Inspire and motivate the entire Organizational network to heightened performance by changing its culture to one of building pride in
Organization’s outstanding leadership and our accomplishments of the past, present, and future
Build stronger, more effective management teams at the top level by involving key line managers in
designing and planning together for the long term, (strategic planning)
Energy resource development, including energy conservation and energy efficiency improvements will be prioritized by weighing and balancing the trade-offs among reliability, risk, cost effectiveness, and environmental impacts
A common challenge in strategic planning arises when the planning team becomes overly enthusiastic, resulting in the creation of more strategies than the organization can effectively manage or allocate resources to This issue is particularly prevalent among sub-units engaged in strategic planning It is crucial for departmental officers and their direct reports to actively participate in the planning process As the organization moves towards multiyear program planning, their accountability will be essential, alongside significant input and involvement from the broader organization.
In what new directions do we want to move to overcome the key barriers (issues)?
Is it an enduring direction or just a one-time action? It should be valid over the planning period.
Is it motivational and challenging?
Is it believable that we can move in that direction?
For more help see Reference 6, Chapter 8
Next Steps: Program Planning, Budgeting, and Operational Planning
Objectives, issues, and strategies serving as assumptions and guidance, the next step is to develop specific plans of action.
The action itself (multiyear program planning, subsequent budget preparation, and implementing programs) is what substantiates the entire process.
A successful plan requires more than just good intentions; it necessitates the commitment of key individuals to execute specific tasks The true measure of a plan's effectiveness lies in management's willingness to allocate resources towards actions that yield future results Without this commitment, a plan remains nothing more than empty promises and hopes.
The key components of strategic planning, budget formulation, budget execution, and program evaluation are essential for achieving success, as they are interdependent processes that ensure effective program implementation and delivery.
Strategic planning guides the Department in achieving its goals and fulfilling its mission, while budget formation establishes priorities to optimize resources and staff Effective budget execution ensures the delivery of quality goods and services.
Program evaluation is crucial for assessing the effectiveness of the Department's program implementation and progress towards its goals Each step in this process is interconnected, and the success of the Department's mission relies on the completion of all these steps.
Multiyear program planning is essential for the Internal Organizational system, enabling the execution of strategies and progress toward strategic objectives Effective strategic plans should offer clear guidance and long-term direction through established goals, objectives, and strategies This planning framework ultimately leads to the development of specific short-term operating budget proposals that are submitted for implementation.
The President and Chairman are responsible for approving organizational programs, which utilize multiyear program plans to establish performance measures for the Field Once appropriations are enacted into law, Approved Funding Plans direct resources towards the activities of the fiscal year.
The Organization, in collaboration with public stakeholders, is committed to aligning near-term and mid-term projects and programs with the long-term interests of stakeholders, ensuring a clear focus on their needs and priorities.
How to "Do" Strategic Planning
This section outlines a strategic planning approach designed to inform newcomers about the essential time commitment involved in the process and how to optimize that time for maximum effectiveness.
This strategy relies on a straightforward program with complete team engagement, stable membership, and a shared understanding of the mission, program details, and stakeholders among all team members Additionally, it emphasizes the importance of utilizing staff effectively to gather information However, teams may need more time than initially allocated to meet these expectations.
To initiate the strategic planning process, the planning team leader and their direct reports should convene a pre-planning session to establish key elements, including the number of strategic plans to be developed for the organization, the planning period or horizon, and the composition and leadership of the strategic planning teams.
Incorporating stakeholders and customers is essential for effective collaboration It is important to reach agreements on staff participation, preferred calendars, and off-site locations Additionally, the group should collectively decide on the use of a facilitator to assist in the design and execution of the process.
Drafting a mission statement during the preplanning meeting is crucial, as it provides clarity for discussions on whether sub-businesses should develop separate strategic plans A well-crafted mission will help evaluate the distinctiveness of technologies, facilities, customers, and goals among the sub-businesses.
For each strategic planning unit, the format of a series of meetings to do strategic planning might consist of the following:
AN INITIAL HALF-DAY SESSION
The planning team, along with a facilitator and a staff liaison, convenes a meeting outside the typical office or conference room setting, though it may not always be off-site.
Strategic planning is essential for guiding organizational goals, requiring a clear understanding of what actions to take, why they are necessary, and the appropriate timing for implementation To ensure comprehensive planning, the group must engage in additional activities beyond the basic guidelines, including gathering stakeholder input, reviewing relevant research papers, conducting specialized analyses, and assigning specific tasks to staff members Furthermore, leveraging the expertise of staff specialists is crucial at various stages of the planning process to enhance decision-making and ensure successful outcomes.
1 Situation analysis including trends, opportunities, and threats etc.
In strategic planning, the volume of paperwork is not a crucial performance indicator It's essential to articulate the organization's mission clearly and create a concise mission statement Additionally, ensure that all subsequent meetings are scheduled effectively to maintain momentum in the planning process.
A two-day session is planned for approximately one month from now, concentrating on situation analysis, vision development, and goal-setting To ensure thorough preparation, the situation analysis will be addressed during an earlier half-day session, allowing staff ample time to prepare effectively.
The agenda includes refining the mission statement to achieve consensus, followed by an external situation analysis that identifies trends, opportunities, and threats discussed by staff and the group Next, an internal situation analysis evaluates past performance, current status, strengths, and weaknesses, emphasizing their relevance to the mission The discussion then shifts to stakeholders, focusing on who we serve, their needs, and potential new audiences Finally, the group will begin formulating a vision along with specific goals and objectives.
A 2-day session (combined with the first session or not long afterward) is held at which the focus is on vision and goals and Objectives.
To effectively plan for the future, begin by envisioning your desired outcomes and brainstorming relevant goals and objectives Next, evaluate and select the most impactful goals, then refine and prioritize these objectives as needed It is essential to define clear performance indicators to measure success Finally, address strategic issues to ensure a comprehensive approach to achieving your vision.
A 2-day session (combined with the second session or not long afterward) is held at which the focus is on strategic issues and strategies.
The agenda includes the identification of key issues, followed by brainstorming strategies or evaluating staff proposals After selecting the most effective strategies, the next step is to ensure all elements of the plan are compatible and complete Finally, there will be a consensus among staff on how the plan will be presented.
A half-day, on-site session is held about a month later to review the draft strategic plan (Sent out in advance of session).
Agenda: a Revisit and refine strategies. b Review evaluations or feedback the team has requested from
"outsiders." c Review and comment on the written plan staff has prepared.
1 If the "business" is complex or if the team leader wants inputs from component parts of the organization, the meetings will take more time.
To foster a collaborative environment during meetings, it is essential for team members to feel comfortable sharing diverse perspectives without fear of external pressures Emulating the approach of the 1787 Constitutional Convention, discussions should remain confidential until a consensus is achieved Once an agreement is reached, it is crucial to communicate the plan and strategies effectively to gain support and buy-in from all stakeholders.
Limiting attendance at off-site meetings fosters a culture of openness and honesty, ensuring that discussions remain focused among true participants To maintain this environment, only essential staff should be present, and they should attend solely for the duration of their presentations.
Off-site meetings can be tailored into different packages to accommodate the team's preferences If the team is open to evening sessions or weekend meetings, it is feasible to consolidate the work into just two off-site events.
How to Update Strategic Plans
The proposed method for conducting an annual review and update involves a two-day off-site meeting, relying on the original planning team to evaluate the approved plan If the program's mission is complex or if the planning team exceeds eight or nine members, additional time may be necessary for a thorough review.
The off-site aims to shift the focus of the team leader and key members from daily crises to long-term strategy, while also integrating new team members into the established vision and direction It serves as a catalyst for performance improvement by enhancing all facets of prior planning and offers a valuable framework for self-assessment regarding the team's status and progress.
To ensure a successful off-site review and update session, it is essential to plan during a staff meeting held two months in advance Key considerations include determining the time and location for the off-site, selecting invitees from the planning team, appointing a facilitator to streamline the process, and identifying specialists required to prepare necessary briefings and analyses for the team.
Recent briefings are essential for the team as they deliver updated situation analyses and highlight necessary adjustments to the plan The specific topics for further analysis at the off-site will vary based on the program or activity but may include shifts in market demands, competitive landscape, stakeholder expectations—including those of Congress and the public—legal and regulatory changes, and advancements in technology.
In addition to the briefings, it is essential for either an internal staff member or ideally a member of the planning team to conduct a review of the validity of the planning assumptions utilized in the plan of record, which should then be presented to the team.
Last, a staff person should be asked to prepare charts or analyses that show the status and progress on the strategic objectives and the key performance indicators.
To ensure a productive review and enhance strategic thinking, it's essential for the team to prepare their presentations in advance Therefore, assigning specific topics and tasks well ahead of the off-site meeting is recommended.
THE OFF-SITE—FIRST DAY
The initial segment of the session should prioritize situation analysis inputs, emphasizing their long-term implications and impacts This portion will require approximately 6 hours, allowing for 15 to 30 minutes for each presentation, followed by an equal duration for questions and answers.
After the presentations, the team should conduct a self-assessment to evaluate key factors, strengths, weaknesses, opportunities, and threats, in order to determine if any significant changes have taken place This approach is a proven and effective technique for analysis.
Reference 6, page 126) (Time required: 2 hours)
During the evening meeting, it is essential to evaluate the mission and vision statements for potential enhancements in clarity and inspiration If there has been a substantial change to the mission, it is crucial to prioritize addressing this change rather than using the offsite format for discussion The meeting is expected to take approximately two hours.
THE OFF-SITE—SECOND DAY
The team should start with a self assessment of progress made on the Key
Effective performance indicators are crucial for evaluating strategic objectives outlined in the plan of record A comprehensive briefing is necessary to assess whether adjustments are needed for milestones, targets, or indicators This review process is expected to take approximately three hours.
The team will next focus on reviewing essential strategic issues, utilizing insights from the first day's situation analysis presentations and the recent reassessment of strategic objectives to facilitate a productive discussion This session is expected to last approximately 2 hours.
The team needs to discuss their strategies to assess if any changes, such as modifications, additions, or deletions, are necessary based on their updated perspective of the program or activity and the progress achieved so far This evaluation process is expected to take approximately three hours.
At the end of the session, the team must determine the extent of revision and repackaging needed, assign responsibilities for the revisions, and establish a timeline for reviewing and approving the updated plan within a few weeks.
Summary
Strategic planning is essential for ensuring that organizations reach desirable destinations A proposed framework assists Corporate and Departmental Officers, along with key line managers, in engaging in meaningful discussions about their long-term goals This collaborative approach fosters a stronger consensus and enhances understanding of future directions, ultimately leading to a more effective management team The process of strategic planning often proves more valuable than the final report, as it captures the essential debates and exchanges that shape consensus on critical issues Therefore, careful selection of the planning team and commitment to the planning schedule amid current challenges are crucial for the process's success.
Sharing and discussing the strategic plan with the CEO, leaders, and peer managers will yield significant benefits for the planning team and the entire organization These strategic plan components are designed to enhance program planning and execution at Field Offices and Sites By integrating long-term vision into daily decision-making, strategic management will become more intuitive and effective, enabling the team to maintain a clearer perspective during weekly crises.
The future of organizations and departments is inherently uncertain, making it essential to avoid rigid long-term objectives and strategies Instead, we should adopt a flexible approach that allows for regular updates and adjustments to our plans and directions, ensuring they remain relevant and effective.
This document presents a straightforward approach to strategic planning, designed to assist organizational planners in managing their diverse activities While experienced strategists may find the outlined minimal steps easy to follow, those new to strategic planning will find the process rewarding and beneficial.
Strategic planning involves delegating certain tasks, such as data analysis, but key elements like mission definitions, objective setting, issue formulation, and strategy development demand active participation from top management and their direct reports This personal engagement is crucial for enhancing the organization's contributions to the well-being of our nation and the world in the coming century.
References and Sources of More Information
William R King and David I Cleland's book, "Strategic Planning and Policy," published by Van Nostrand Reinhold Co in 1978, presents a valuable systems model that emphasizes the importance of objectives and stakeholder engagement in strategic planning Their approach has proven to be instrumental in guiding organizations toward effective policy development and decision-making.
2 George A Steiner, STRATEGIC PLANNING; WHAT EVERY MANAGER
MUST KNOW, Free Press, New York, 1979.
3 Russell L Ackoff, CREATING THE CORPORATE FUTURE, Wharton School of Business, University of Pennsylvania, John Wiley & Sons, New York, 1981.
4 George A Steiner, John B Miner, and Edmund R Gray, MANAGEMENT POLICY AND STRATEGY, Macmillian, New York, 1982.
5 Kenichi Ohmae, THE MIND OF THE STRATEGIST, Penguin Books, New York, NY., 1983.
6 Lawrence G Hrebiniak and William F Joyce, IMPLEMENTING STRATEGY, Macmillan, New York, 1984.
7 John M Bryson, STRATEGIC PLANNING FOR PUBLIC AND NON-PROFIT
ORGANIZATIONS: A Guide to Strengthening and Sustaining Organizational Achievement, Jossey-Bass, San Francisco, CA., April 1988.
8 William J Wilcox, Jr., AN INTRODUCTION TO STRATEGIC PLANNING, Y-12 Plant Report YAD-599, Oak Ridge, TN, 1989 (The "Guidelines" are largely based on this work).
9 J William Pfeiffer, Leonard D Goodstein, and Timothy M Nolan, SHAPING
STRATEGIC PLANNING, Scott, Foresman, and Co., Glenview, IL, 1989 (in association with University Associates, Inc., San Diego, CA).
10 J Edward Russo and Paul J.H Schoemaker, DECISION TRAPS, Simon & Schuster, New York, 1989.
11 Stephen R Covey, THE 7 HABITS OF HIGHLY EFFECTIVE PEOPLE, Simon
12 Government Performance and Results Act of 1993, P.L 103-62.
13 U.S Department of Energy, FUELING A COMPETITIVE ECONOMY,
14 Executive Office of the President, Office of Management and Budget, OMB