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ppt - ACRU
A. C. R. U. and K. S. U.
Strategic Planning
For Continuing
Education
G.M. Timčák, Bill Smith
2002
Strategic Planning

A CONTINUOUS PROCESS
ENABLING ORGANIZATIONS
TO BECOME FOCUSED,
EFFECTIVE, AND EFFICIENT
CHANGE AGENTS IN AN
ENVIRONMENT OF AN EVER
INCREASING RATE OF
CHANGE.
Continuing Education
 An
activity that prepares
individuals and
organizations to address
change proactively .
 Responding to change is no
longer enough
A New View of Change

People generally
agree that
today’s change is
different. It is
not necessarily
connected to the
past or indicative
of the future.

Today’s change is
discontinuous,
requiring total
flexibility. There
seem to be very
few cyclical
trends or linear
progressions.
People and Change

“ To an ever increasing extent, in less time
than people need to get comfortable with
one set of circumstances, they find
themselves in a completely new set. Can
some way be found to get a much better
match between the rate of change of the
world and the rate of people’s adaptation?
When the problem is put that way, there
seems to be only two ways it might be
solved: Teach people to adapt faster, or slow
down the rate of change.”
Stanley
Schmidt --editor of Analog
Hewlett Packard

80%
of
HP’s revenue is
from products less
than two years old.
Change Is A Process

Past habits for
addressing
change simply
won’t work.
Change must be
recognized as a
process, not an
event.

The world within
our grasp is indeed
a new world,
demanding
continuous learning,
taking risk, viewing
new information
and communication,
and creating
problem solving.
The Changing Paradigm

In “Future Edge” Barker makes a distinction
between management and leadership. You
manage within a paradigm. You lead
between paradigms. Most of education’s
leadership are managing within today’s
teaching and learning paradigm when what
we need is leadership toward
tomorrow’s paradigm.
Barriers to Change
 The
Organizational Culture
 Existing Structure and Systems
 Existing Patterns of Work Flow
 Exterior Forces
Schools
Schools are better
today at doing what
they used to do than
they’ve ever been.”
“
Phillip Schlechty
Transformations Facing
Higher Education
 Traditional
–
–
–
–
Ivory Tower
Static Structures
Passive
Discipline
Focused
 Future
– Service
institutions
– Dynamic
relationships
– Proactive
– Holistic
Integrated
Learning
Transforming Your
Organization
Establish a Sense of Urgency
 Form a Powerful Guiding Coalition
 Create a Vision
 Communicate the Vision
 Empower Others to Act on the
Vision
 Implement the Plan
 Revise the Plan

Review
THE NATURE OF CHANGE
 WHO MUST WE BECOME?
 WHAT WILL WE DO?
 HOW WILL WE DO IT?
 WHAT CULTURE IS NEEDED?

Who Must We Become?
VISION
MISSION
VALUES
Vision
A
focused concept
 A sense of noble purpose
 A plausible chance of success
 Wording
– will be
– compelling and radical
Walt Disney’s Vision


The idea of Disneyland is a simple one. It will be a place for people
to find happiness and knowledge. It will be a place for parents and
children to spend pleasant times in one another’s company: a place
for teachers and pupils to discover greater ways of understanding
and education. Here the older generation can recapture the
nostalgia of days gone by, and the younger generation can savor the
challenge of the future. Here will be the wonders of Nature and
man for all to see and understand. Disneyland will be based upon
and dedicated to the ideas, the dreams and hard facts that have
created America. And it will be uniquely equipped to dramatize
these dreams and facts and send them forth as a source of courage
and inspiration to all the world.
Disneyland will be something of a fair, an exhibition, a playground,
a community center, a museum of living facts, and a showplace of
beauty and magic. It will be filled with the accomplishments, the
joys and hopes of the world we live in. And it will remind us and
show us how to make those wonders part of our own lives.
MISSION
Definitive: Customer/needs/value
 Identifying: The enterprise
 Concise: One simple paragraph
 Actionable: Actions involved in delivery
 Memorable: Wow!!!!!

“Po’ Folks” Mission
 We
always want to be the
friendliest place you’ll ever
find to bring your family for
great tasting, homestyle
cooking, served with care and
pride in a pleasant countryhome setting at reasonable
prices.
Definitions
Strategic Activities: The major
activities
( lines of business) in
which the organization participates.
 Critical Success Indicators CSI’s:
The results to be accomplished.
 Strategic Thrusts ST’s: The
initiatives necessary to carry out the
strategic activities.

What Will We Do?
Strategic
Activities
Critical Success
Indicators
How Will We Do It?
Strategic
Thrusts
Futuring

Identify Strategic Activities
– Brochure Exercise
– Pie Chart

Establish CSI’s
– By.... We will.....

(measurable)
Identify ST’s
– A task force will study and implement........

Determine Organizational Culture
Performance Review
& Gap Analysis
What are we doing now? Will we
improve,continue, change or
discontinue? How (CSI’s, ST’s)?
 What are the gaps between what we
do now and the future? How do we
span the gaps by developing a plan
(CSI’s, ST’s)?

Action Planning
 Developing
departmental plans in
support of the strategic
plan.
Implementation
Planning



Who?
What?
When?






Organizational
Meeting
Plan distribution
w/cover letter
Workshops
Theme Posters
PR
Newsletters/report
cards
CHAOS

Before the
beginning of great
brilliance, there
must be chaos.
Before a brilliant
person begins
something great,
they must look
foolish to the crowd.
from I Ching
Assignments
Mission Worksheet
The Mission Statement
Based on educational processes
30 Words or less so all can understand
People find meaning in striving to carry out the mission
FORM
To______________ action verb…
What…
For Whom (customer)…through…
…Other (qualifiers)
HINTS
Brief
Do not describe level
Be unique, exclude values
The Values Statement
Hints
That which you hold near and dear to your heart
Criteria on which to make decisions
Guides our behavior
An anchor during times of change
Understanding of meaning changes over time
Values Shopping List
Honesty and Integrity
Trust
Constancy of Purpose
Teamwork
Communication
Employee Well Being
Quality
Continual Improvement
Customer Needs
Creativity and Innovation
Profit
Flexibility
Commitment
Accountability
Winning attitude
Respect for others
Learning
Excellence
Managers (thus also you) Must
Be Able to Do Three Things:
1.
Forecast the major changes which are likely to
affect the program.
2. Make intelligent choices as to the future
direction and dimensions of the program.
3.
Plan the deployment of resources needed to
attain the goals selected.
Develop your ideas on:
Trends:
1.
2.
3.
4.
Key Directions
1.
2.
3.
4.
Futuring Model
Strategic Activities
A
Critical Indicators
of Success
1
2
3
4
5
6
7
8
9
10
B
Strategic Thrusts
C
Culture
Performance Review Worksheet
Current Strategic
Activity_______________________________________
A.
Critical indicators of success
B.
Current performance
C.
Culture
Internal Analysis Worksheet
Area to be Analyzed
Strategic Activity_____________________________
S
W
O
T
Decribe implications for the planning process:
Gap Worksheet
Gap_____________________
1.
Needs of the new organization
2. Limitations of the current organization
3.
To span the gap we will…
Action Plan
Questions to Answer
1.
What are our strategies/plans to carry out a
successful transition?
2. What are the priorities of our future
activities/programs-importance/timing/resources?
3. How do we rank our CSI’s in order of
importance?
4. How do we
accomplish/support/staff/finance/
measure/etc., each strategic activity/program—
vertical?
5. How do we organize/staff/partnership
to support/above—horizontal?
Operational Plan
Strategic Activity____________________________
Target Market(s)_____________________________
Resources needed:
Financial analysis:
Timetable:
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