Strategic Planning and Transitioning

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Strategic Planning and Transitioning

• ESSCO AGM
• June 28, 2008
• Jordan Black, Queens University

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Outline

• Purpose of the Strategic Plan
• The Planning Process and Components of a Strat
  Plan
• Achieving Your Goals
• Transitioning Initiatives to Future Years

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Purpose of the Strategic Plan

• Define who you are
• Outline your priorities
• Create a road map for your year ahead
• Serves as a framework for decisions or for
  securing support/approval.
• Provides a basis for more detailed planning.
• Lets you see where you are and where you want to
  go

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Purpose of the Strategic Plan

• A strat plan can help keep you working towards
  your objectives, without getting caught up in
  other things
• Allows you to easily communicate to future years
  what you have done, or what remains to be done

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Purpose of the Strategic Plan
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• Whats the use of running if you arent on the
  right road?
• - German proverb

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The Planning Process
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The Planning Process
Define Who You Are
Assess your Current Situation
Determine your Goals and Objectives
Develop Action Plans
Create a Timeline to accomplish action plans
Develop a Budget
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Components - Purpose Statement

• The Purpose Statement should simply define the
  reason your organization exists
• It should encompass the vast majority (if not
  all) of the initiatives your society undertakes
• Any objective should be derived from this
  statement

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Components - Purpose Statement

• Example Procter Gamble
• We will provide branded products and services of
  superior quality and value that improve the lives
  of the world's consumers, now and for generations
  to come. As a result, consumers will reward us
  with leadership sales, profit and value creation,
  allowing our people, our shareholders and the
  communities in which we live and work to prosper.

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Components - Vision Statement

• The Vision Statement should provide a description
  of where you ultimately want your organization to
  be
• This statement summarizes the perfect world for
  your organization

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Components - Vision Statement

• Example McDonalds
• Our vision is to be Canadas best quick
  service restaurant experience.

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Components - Purpose and Vision

• What is the Purpose of your organization? What
  is your Vision for your organization?
• (Take 5-10 minutes and try to write them out!)

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Components - Values

• Define what is important for your organization
• Objectives are in line with your values
• Provide a line at which point taking a certain
  action is unacceptable, regardless of the
  benefits associated with it

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Components - Values

• Example Boeing
• Leadership
• Integrity
• Quality
• Customer Satisfaction
• People Working Together
• A Diverse and Involved Team
• Good Corporate Citizenship
• Enhancing Shareholder Value

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Components - Situational Analysis

• Use the S.W.O.T. Analysis
• Strengths
• Internal factors which give your group an
  advantage
• Weakness
• Internal factors which put your group at a
  disadvantage
• Opportunities
• External factors that you have little influence
  over, but could be used to your advantage
• Threats
• External factors that you have little influence
  over and that may be a disadvantage to your
  group.

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Components - Situational Analysis

• Example Typical EngSoc
• Strengths
• Committed volunteers/employees, Dean support,
  assistance through CFES, ESSCO etc.
• Weaknesses
• Yearly transition, students with little
  experience, limited funding available
• Opportunities
• Wage subsidies, image of an engineer,
  impression-free first years, passionate alumni
• Threats
• Drinking age, image of an engineer, competition,
  Bill 159 (security), University politics

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Components - Situational Analysis

• What are some strengths, weaknesses,
  opportunities and threats for your EngSoc?

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Components - Action Plans

• Use the OGSM Method
• Objective
• What you are trying to accomplish on the grand
  scale
• Goals
• Initiatives you will undertake to achieve your
  objective(s)
• Strategies
• The steps you will take to achieve your goals
• Measures
• The benchmarks you will use to determine whether
  you have achieved your goals or not
• Measures can include a number of people
  attending, a voter turnout percentage, or dates
  by which you will complete a task, etc.

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Components - Action Plans
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Components - Action Plans

• Most important part of your plan!
• What you will do and when you will do it.
• An action plan assigns specific actions to each
  strategic project, a deadline date, and who is
  responsible for its execution.
• Remember the two most important constraints
• Time
• Money
• You can only do so much in one year! Focus on the
  most important ones

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• However beautiful the strategy, you should
  occasionally look at the results.
• - Winston Churchill

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Achieving Your Goals - Timeline

• Timelines should be incorporated into your Action
  Plans
• See what needs to be done, who needs to do it and
  when it starts and completes.
• Focus on setting goals between the milestones
  throughout the year this is important to track
  your progress throughout the year

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Achieving Your Goals - Budget

• Strat planning and budgeting are interrelated!
• You need to know where you are going before you
  can plan how to get there
• Your budget should reflect your Action Plans
• Do your budget only AFTER your strat plan has
  been completed

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Achieving Your Goals - Follow Through

• Follow through on the goals you have set out.
• Re-evaluate your objectives and action plans as
  you progress through your term
• If a goal or strategy is no longer relevant,
  update/cut it
• If new projects come up that are within your
  scope and budget, add them in
• Check in with your team as well - hold each other
  accountable!

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Transitioning Initiatives to Future Years

• Strategic plans are also great transition tools
• Go through your plan with your successor
• Explain what you accomplished and how you did it
• Also go over any goals that you did not meet -
  they can learn from your mistakes
• Suggest future steps they can take that would
  build on the progress you made

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• The only man who never makes a mistake is the
  man who never does anything.
• - Theodore Roosevelt

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References

• Jory Platt, Procter Gamble
• http//www.pg.com/company/who_we_are/ppv.jhtml
• AMS Guide to Strategic Planning (Claude Sherren)
• EngSoc Strategic Planning Documents (Connor
  Langford)
• http//www.mcdonalds.ca/en/aboutus/values.aspx
• http//www.boeing.com/companyoffices/aboutus/ethic
  s/integst.htm