National Religious Broadcasters Leadership and Management Course

1
National Religious BroadcastersLeadership and
Management Course

• Finally! A Strategic Planning Model That
• Works for Large and Small Organizations
• And CEOs and Department Heads
• Part I
• Saturday, February 17, 2007
• 200 PM 330 PM
• R. Dale Lefever, Ph.D.
• Partner, The Andringa Group
• Ann Arbor, Michigan

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Strategic PlanningUnderstanding the What,
Whyand How in Context
3
Strategic PlanningThe Traditional View

• Columbus did not know where he was going when he
  left. When he got home, he did not know where he
  had been. And, he did it all on borrowed money.
  There is hope for all of us!

4
A Definition of Strategic Planning

• The process by which the guiding members of an
  organization envision its future and develop the
  necessary procedures and operations to achieve
  that future . . . Envisioning involves a belief
  that aspects of the future can be influenced and
  changed by what one does now . . . that you can
  do more than plan for the future you can help
  the organization create its future. --
  Pfeiffer

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Making StrategicPlanning Matter

• Strategic planning cant have an impact if it
  doesnt drive decision-making. -- Mankins

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Strategic PlanningThe Purposes

• Strategic planning is an ongoing and dynamic
  process designed to
• ? Ensure a consistent, clear purpose throughout
• the organization
• ? Provide a point of reference for all
• management decisions

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The Purposes (continued)

• ? Gain commitment from those within the
• organization by clearly communicating
• the direction and priorities of the
• organizations business
• ? Achieve understanding and support from
• those outside the organization who are
• important to its success

8
Organizational Life CyclesPurposes, People and
Processes in Transition

• Criteria for Organizational Effectiveness
• ? External/Internal Focus
• (Primary stakeholder needs versus
• organization agenda)

9
Organizational Life Cycles(continued)

• ? Flexibility/Control
• (Innovation and adaptation versus
• predictability and stability)
• ? Ends/Means
• (Effective goal accomplishment versus
• efficient production of work)

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The Strategic PlanningProcess

• The key elements include
• ? The articulation of the organizations vision
  and mission

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The Strategic PlanningProcess (continued)

• The key elements include
• ? The articulation of the organizations vision
• and mission
• ? The identification of emerging trends

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The Strategic PlanningProcess (continued)

• The key elements include
• ? The articulation of the organizations vision
• and mission
• ? The identification of emerging trends
• ? The assessment of stakeholder expectations

13
The Strategic PlanningProcess (continued)

• The key elements include
• ? The assessment of stakeholder expectations
• ? The selection of key results areas

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The Strategic PlanningProcess (continued)

• The key elements include
• ? The assessment of stakeholder expectations
• ? The selection of key results areas
• ? The development of priority goals

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The Strategic PlanningProcess (continued)

• The key elements include
• ? The assessment of stakeholder expectations
• ? The selection of key results areas
• ? The development of priority goals
• ? The design of implementation strategies
• and measures of success

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The Strategic PlanningProcess (continued)

• The key elements include
• ? The design of implementation strategies
• and measures of success
• ? The documentation of achievement, the
• monitoring of the plan and the refine-
• ment of the process

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Hierarchy of Planning
Question Where are goals generated?
(Issues)
(Why?)
Strategic (Purpose)
(Results)
(What?)
Management (Goals)
(Methods)
(How?)
Operational (Tasks)
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The Clarificationof the Organizations
MissionConfirming the Central
Purpose,Critical Functions andCore Values
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The Ultimate Challenge of Strategic Planning

• Preserve a cherished core ideology (i.e.,
  mission) while simultaneously stimulating
  progress and change in everything that is not
  part of the core ideology.
• -- Collins

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Defining the Mission

• Renewal is not just innovation and change. It
  is also the process of bringing the results of
  change into line with our purposes.
• -- Gardner
• A review of your organizations mission includes
• ? A statement of your unique identity the
• primary result you exist to achieve

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Defining the Mission (continued)

• ? A description of the basic functions you
  should
• perform the businesses you should be in
• ? A determination of your approach to
• performing your functions the principles
• and practices which should guide your
• decisions

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Example American Bible Society Mission

• Mission
• The primary reason the ABS exists is to
• Make the Bible available to every person in a
  language and format each can understand and
  afford, so that all people may experience its
  life changing message.

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Example (continued)

• Critical Functions
• In order to achieve its mission the ABS will
• concentrate on its role as a Scripture
• Advocate to advance the perception and
  reception of the Bibles relevance for every
  generation the goal is to increase awareness
  and acceptance of the authority of the Bible.
• Provider create and deliver relevant
  Scripture resources and tools the goal is to
  develop the full capacity to compete in the
  digital world.

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Example (continued)

• Critical Functions
• In order to achieve its mission the ABS will
• concentrate on its role as a Scripture
• Partner value, equip and collaborate with
  others to achieve mission impact the goal is to
  select and cultivate an integrated community
  proactive in advancing the Bible cause.

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Example (continued)

• Core Values
• The performance of the ABS will be guided by a
• commitment to
• Affirming the power of God to speak to every
  generation through the Holy Scriptures.
• Providing translations of the Holy Scriptures
  that are faithful to the working of the original
  language biblical texts.
• Working in partnerships with all Christian
  churches and Christian communities.

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Example (continued)

• Core Values
• The performance of the ABS will be guided by a
• commitment to
• Producing materials that avoid endorsing any
  doctrinal
• positions.
• Utilizing appropriate communication tools
  that allow the Word
• of God to come alive in individual and public
  life.

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Example Federal District Court Mission

• Mission
• The primary reason the Federal District Court
  exists, in accordance with applicable laws, is
  to
• Preserve the rule of law, protect individual
  rights and liberties and promote public trust and
  confidence by resolving disputes and issues of
  controversy in a fair, timely and economical
  manner.

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Example (continued)

• Critical Functions
• In fulfillment of its purpose, the Federal
  District
• Court will excel in
• Dispute resolution (includes adjudication and
  sentencing)
• Case management (includes scheduling and
  noticing)
• Records management, preservation and
  availability
• Jury management
• Pre and post-supervision of defendants
• Public education and information
• Court and staff administration

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Example (continued)

• Core Values
• The above functions, performed in support of the
• Federal District Courts purpose, will be done
  with
• a commitment to
• Protection against bias and discrimination
• Professional competence and behavior
• Principled decision-making
• Procedural simplicity and consistency

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Example (continued)

• Core Values
• The above functions, performed in support of the
• Federal District Courts purpose, will be done
  with
• a commitment to
• Independence of the judiciary
• Promptness
• Cost-effectiveness
• Reasonable access for all

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Sample Mission Statements

• Vector Health
• Mission (old) To provide surgery, treatment
  and therapy for people who have sustained
  injuries to their hands.
• Mission (new) To give people back the use of
  their hands.

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Sample Mission Statements(continued)

• The Hearing Society
• Mission To help those with hearing loss
  reconnect with their world.
• Science Museum of Minnesota
• Mission To help people touch the future,
• hands-on.

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Sample Mission Statements(continued)

• Family Medicine Practice
• Mission To improve the health and quality
• of life of individuals in the context of their
• families and the communities in which
• they live.

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The Irrevocable FutureTracking the Changing
Natureof the Status Quo
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The Dilemma

• Life can only be understood backward but it
  must be lived forward.
• -- Kierkegaard

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The Future That HasAlready Happened

• In human affairs political, social, economic,
  and business it is pointless to try to predict
  the future, let alone attempt to look ahead 75
  years. But it is possible and fruitful to
  identify major events that have already happened,
  irrevocably, and that therefore will have pre-
  dictable effects in the next decade or two. It
  is possible, in other words, to identify and
  prepare for the future that has already
  happened.
• -- Drucker

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Strategic Planning in Perspective

• At the outset, let me say that futurists do not
  predict the future. And theres good reason for
  this. If we could predict the future, it would
  mean that the future could not be changed. We
  could not consciously create it. Yet this is the
  main purpose of studying the future to look at
  what may happen if present trends continue,
  decide if this is what is desirable, and, if its
  not, work to change it.
• -- Cornish

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Trend AnalysisSome Definitions

• Trends
• A pattern of change over time in something of
  importance for the observer
• Issue
• A trend receiving sufficient attention to
  require
• an action to be taken

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Trend Analysis (continued)

• Scenarios
• Compilation of trends that present different
• images of the future
• -- Institute for
• Alternative Futures

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Stakeholder Analysis

• The single most important thing to remember
  about any enterprise is that there are no results
  inside its walls. The result of a business is a
  satisfied customer. The result of a hospital is
  a healed patient. The result of a school is a
  student who has learned something and puts it to
  work ten years later. Inside an enterprise,
  there are only cost centers. Results exist only
  on the outside.
• -- Drucker

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Stakeholder Analysis (continued)

• In conducting a stakeholder analysis it must be
• determined
• ? Who the key stakeholders are (i.e., the
  primary
• groups who use or provide the organizations
• services, or influence its activities)
• ? What the stakeholders will expect more or less
• of in response to their changing needs
• ? How the stakeholders will evaluate performance
  (i.e.,
• the criteria they will use to measure an
  organiza-
• tions responsiveness to their needs)

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Stakeholder Analysis Matrix
Current Stake- holders
New Stake- holders
Current Services
New Services
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Stakeholder Analysis(Continued)

• The criteria for measuring results using each
  strategy involves quantity, quality, timeliness
  and cost.
• The degree of risk increases as you move through
  the Z model of possible strategies.

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Strategic Issues

• Strategic issues are fundamental policy
  questions or critical challenges affecting the
  organizations mandates, mission, functions and
  value. They are derived from a clear
  understanding of where and how emerging trends
  and the changing expectations of stakeholders
  will impact the organization.
• -- Bryson

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National Religious BroadcastersLeadership and
Management Course

• Finally! A Strategic Planning Model That
• Works for Large and Small Organizations
• And CEOs and Department Heads
• Part II
• Saturday, February 17, 2007
• 345 PM 515 PM
• R. Dale Lefever, Ph.D.
• Partner, The Andringa Group
• Ann Arbor, Michigan

46
The Key Results AreasDeciding Where We
CannotAfford to Fail
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The Choice

• Your options dont include the status quo. You
  can either change or be changed.

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A Perspective onExcellence

• It is no use saying we are doing our best.
  You have got to succeed in doing what is
  necessary.
• -- Churchill

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The Shape of the Future

• You really are free, and as truly free people
  are, you really are responsible. Fail to build
  your own future, and someone is going to build
  one for you, whether you want it or not. Fail to
  bind all the disparately emerging futures within
  your organization to a shared set of goals, and
  its future will be forfeit, too.
• -- Wacker and Taylor

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Selecting Key Results Areas

• The question is not How will next year be
  different?, but rather, what must we do
  differently next year to get closer to our
  strategic intent.
• -- Pfeiffer
• A key results area is an area of organizational
  behavior where superior performance will produce
  outstanding results in terms of benefits to the
  stakeholders.

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The Intellectual ChallengeChoosing the Genius
of the And Over the Tyranny of the Or
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The Ultimate Challenge of Strategic Planning

• Preserve a cherished core ideology (i.e.,
  mission) while simultaneously stimulating
  progress and change in everything that is not
  part of the core ideology.
• -- Collins

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The Ultimate Challenge (continued)

• The test of a first-rate intelligence is the
  ability to hold two opposed ideas in the mind at
  the same time, and still retain the ability to
  function.
• -- Fitzgerald

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Some Thoughts On Thinking

• A long habit of not thinking a thing wrong gives
  it the superficial appearance of being right.
• It is not what we know that causes us problems,
  but what we know that aint so.
• Daring as it is to question the unknown, even
  more so to question the known.

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Perspective

• Organizations have blindness to their defects.
  They are suffering not because they are unable to
  resolve their problems, but because they cant
  see them.
• -- Gardner

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Perspective (continued)

• The significant problems we face cannot be
  solved at the same level of thinking we were at
  when we first created them.
• -- Einstein
• Insanity is doing the same thing over and over
  again and expecting different results. --
  Einstein

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The Status of Sacred Cows

• The only sacred cow in an organization should be
  its core values. If an organization is to meet
  the challenges of a changing world, it must be
  prepared to change everything about itself except
  its basic beliefs.
• -- Collins
• Sacred cows make the best burgers.
• -- Kreigel

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The Development of Priority Goals and Measures of
SuccessSearching for the BHAGs
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Strategic Goal SettingThe Search for the
BHAGs(big, hairy, audacious goals)

• Intentions are fine and good, but it is the
  translation of those intentions into concrete
  items mechanisms with teeth that can make the
  difference between a visionary organization or
  forever remaining a wannabe.
• -- Collins/Porras

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Strategic Goal Setting(continued)

• Characteristics of BHAGs
• ? They are goals, not statements

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Strategic Goal Setting(continued)

• Characteristics of BHAGs
• ? They are goals, not statements
• ? They challenge the status quo

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Strategic Goal Setting(continued)

• Characteristics of BHAGs
• ? They are goals, not statements
• ? They challenge the status quo
• ? They require little or no explanation

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Strategic Goal Setting(continued)

• Characteristics of BHAGs
• ? They are goals, not statements
• ? They challenge the status quo
• ? They require little or no explanation
• ? They are consistent with the vision and
• mission

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Strategic Goal Setting(continued)

• Characteristics of BHAGs
• ? They are goals, not statements
• ? They challenge the status quo
• ? They require little or no explanation
• ? They are consistent with the vision and
• mission
• ? They are measurable

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Strategic Goal Setting(continued)

• Characteristics of BHAGs
• ? They are goals, not statements
• ? They challenge the status quo
• ? They require little or no explanation
• ? They are consistent with the vision and
• mission
• ? They are measurable
• ? They are elevating

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The Performance AuditAnalyzing Your
Organizations Current Capability and Support
for the BHAGs
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The Fundamental Roleof Leadership

• Leadership is bridging the gap between the
  organizations goals and its current
  capabilities.
• -- Kotter

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Conducting the SWOT AnalysisAn Honest
Assessment of Current Capabilities

• The development of organizational capabilities
  is, at least in part, the result of dynamic
  dialogue between the organization and its
  environment.
• -- Drucker

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The Decision Matrix for Eval-uating Support for
Priority Goals

• Internal
  Capability
• High
  Medium Low

External Acceptability Low Medium
High
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The Translation of Ideas Into RealityDesigning
Strategiesfor Implementation
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The Sobering Reality

• Nine out of ten organizations fail to completely
  implement their strategic plan.
• -- Fortune
• Magazine
  2001

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Managing the Transition

• There are few things sadder for an organization
  than an exciting vision poorly implemented.
• -- Nanus
• Every innovation is a failure in the middle. By
  definition, they have never been tried before (at
  least by the organization), and success can be
  determined only after they are implemented.
• -- Kanter

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What Really Works

• ? Devise and maintain a clearly stated, focused
  strategy

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What Really Works

• ? Devise and maintain a clearly stated, focused
• strategy
• ? Develop and maintain flawless operational
  execution

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What Really Works

• ? Devise and maintain a clearly stated, focused
• strategy
• ? Develop and maintain flawless operational
  execution
• ? Develop and maintain a performance-oriented
  culture

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What Really Works

• ? Devise and maintain a clearly stated, focused
• strategy
• ? Develop and maintain flawless operational
  execution
• ? Develop and maintain a performance-oriented
  culture
• ? Build and maintain a fast, flexible and flat
  organization structure
• -- Nohria, Joyce
  and Roberson

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Evaluation and MonitoringCommitting to a
RaceWithout a Finish Line
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The End of the Beginning

• This is not the end. It is not even the
  beginning of the end. But it is, perhaps, the
  end of the beginning.
• -- Churchill

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Monitoring the Process

• Strategic planning is an ongoing process which
  requires management to
• ? Focus on results, not activities compare
• actual to intended (and unintended)
• outcomes
• ? Keep the purpose firm and the plan flexible
• ? Communicate and celebrate meaningful
• achievements on a routine basis

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Monitoring the Process(Continued)

• ? Demonstrate their commitment to the
• process and the use of the plan in key
• management decisions
• ? Test the assumptions underlying the plan and
• to track the trends

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Summary
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Choosing A Future

• Think in anticipation, today for tomorrow, and
  indeed, for many days. The greatest providence
  is to have forethought for what comes. What is
  provided for does not happen by chance, nor is
  the man who is prepared ever beset by
  emergencies. One must not, therefore, postpone
  consideration till the need arises.
  Consideration should go beforehand. You can,
  after careful reflection, act to prevent the most
  calamitous events.

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Contact InformationR. Dale Lefever,
Ph.D.Management Consultant1246 Laurel View
DriveAnn Arbor, Michigan 48105Telephone
734.615.2688Fax [phone]Email
dlefever_at_umich.edu
rdl