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The Vocabulary ofStrategy: Using Planning
to formulate Strategy.
Kevin Hinde
http://www.kevinhinde.com/8/9/2019 statergic management chapter 3
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Strategic Planning
A disciplined effort to produce
fundamental decisions and actions thatshape and guide what an organisation is,
what it does, and why it does it
Bryson (1995, p 4-5)
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Reassess the
process
Develop an effectiveimplementation process
Establish an effective organisational
vision
Review and adopt the strategic plan or
plans
Formulate strategies to managethese issues
Identify the strategic issues facing the
organisation
Assess the external and internal environments to identify
SWOTs (Strengths, Weaknesses, Opportunities and Threats)
Clarify Organisational Mission and Values.
Identify Organisational Mandates
Initiate and agree upon the strategic planning process.
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The Planning Process
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Stage1: Initiate and agree upon the
strategic planning process.
Agreement must be reached as to the purpose of the effort the preferred steps in the process. the form and timing of reports (the planning cycle) the role, function and membership of groups
established to oversee the effort. the role, functions and membership of any
strategic planning committee. the commitment of resources for the process.
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Stage 2: Identify Organisational
Mandates
What Must be Done
What must not be DoneWhat Could be done
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Stage 3: Clarify Organisational
Mission and Values.
the overriding purpose or intent of the
organisation must be established. an opportunity to establish broad policy
goals.
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Stage 3: Clarify Organisational
Mission and Values.(cont)
Stakeholders
Bryson (1995) suggests identification of keystakeholders is the key means to success in
public and non-profit organisations.
But who are the stakeholders?
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A B
C D
Minimaleffort
Keep
informed
Keepsatisfied
Keyplayers
Low
High
POWER
LEVEL OF INTEREST
Low High
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Stage 3: Clarify Organisational
Mission and Values.(cont)
Claims for mission
Peeke (1994)
it encourages the development of a clear sense of purpose. it facilitates decision making in the organisation
the mission process facilitates organisation-wide communication.
it aids evaluation activity.
it clarifies marketing strategy.
it is useful in the management of contraction (at least if themission has been devised proactively.
Does the notion of mission live up to these claims?
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Guiding principles for Mission
It takes years not months True consensus is necessary within the top team Action is a better communicator than words Top team visibility is essential Top team continuity helps Strategy and Values should be formulated together Management should focus on the link between
behaviour and values. Make the mission inspirational but not unrealistic
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Stage 4: Assess the external and
internal environments
The subject of future Lectures
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Stage 5: Identify the
strategic issues facing the organisati
These are fundamental policy questions or
critical challenges that affect anorganisations mandates, mission and
values; product or service level and mix;
clients, users, or payers; or cost, financing,
organisation or management (Bryson,1995,p.30)
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Stage 6: Formulate strategies to
manage these issues
A strategy is defined as a pattern, of
purposes, policies, programmes, actions,decisions, or resource allocations that
define what an organisation is, what it does,
and why it does it. Strategies can vary by
level function, and by time frame. (Bryson, 1995, p.32)
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Stage 7: Reviewing and Adopting
the Strategies and Plan
This is important where official approval to
proceed is required or where jointcommissioning work is being undertaken.
This stage represents the formal seal of
approval for the strategies to be adopted.
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Stage 8: Establishing an Effective
Organisational Vision
animating the dream. These statements
offer aspirations about the future strategicdirection of the organisation and are often
incorporated in Mission Statements.
In this stage the organisation is developing
a view of what it should look like once itsstrategies are achieved and developed to
their full potential.
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