Good vs. Good: Strategy for Progress
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Good vs. Good: Strategy for Progress Kathryn J. Deiss [email protected] UNC-Charlotte Atkins Library October 12, 2009
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Good vs. Good: Strategy for Progress. UNC-Charlotte Atkins Library October 12, 2009. Kathryn J. [email protected]. Photo by cranberries. Photo by d avidkjelkerud. Alice asked the Cheshire Cat “Which way should I go from here?” - PowerPoint PPT Presentation
Transcript of Good vs. Good: Strategy for Progress
Good vs. Good:Strategy for Progress
Kathryn J. [email protected]
UNC-CharlotteAtkins Library
October 12, 2009
Photo by davidkjelkerud Photo by cranberries
Alice asked the Cheshire Cat “Which way should I go from here?”
“That depends a good deal on where you want to get to,” said the Cat.
“I don't much care where,” said Alice.
“Then it doesn't matter which way you go,” said the Cat.
Leverage Resources for Highest Impact
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Navigate Opportunity
Photo by TheShiftedLibrarian
Photo by Sabrina Campagna
Strategy is:
A point of view about the future.
Choices for how to enact that point of view.
Strategy persuades and influences
Photo by Aidan Jones
No strategy = no change while outside things change
No strategy = greatest success is always in the past
No strategy = we get stuck in the day to day weeds
•Focuses time and effort on current & emerging reality
•Attends to core mission of organization
•Articulates desired future state(s)
•Develops approaches & strategies for dealing with external (and internal) issues
Any planning effort..
What are the kinds of issues you should think about?
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•Who are we?•What do we have?•Where are we going?•How are we going to get there?
•What’s going on around us?
•What is on our side?What is important for us to do now?
Fundamental Questions
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•Creates a vision for the future
•Looks at environment as context
•Chooses areas for special effort/impact in coming years
•Develops actions•Produces vivid document that can be shared and acted upon
A Planning Process
Choosing good from good
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Look at external environment – what are important trends/factors?
Crafting Broad Strategic Directions
Given your vision and strengths, what 3-5 strategic directions would you choose?
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Q: How is our library different from others?
Q: How can we differentiate our most important contributions on campus?
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A plan without implementation is a dream or a wish…Photo by BM5k
Strategic plan vs. operational plan
Direction
Getting there
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•a mechanically precise world
•the future is an extension of the past
•we can know the future
Forecasting assumes
Photo by Doug Wallick
•Requires looking for patterns and scanning the horizon
•Maps to the chaotic reality of the current time
Foresight
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A planning process wrongly devised may produce a plan but not strategy!
A strategic plan should be a living document
• A plan is not strategic until it is implemented
Another library’s plan is not good enough for Atkins Library! Photo by niffty
Making the case for a lively plan
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Effective planning engages many for broad input
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Identify opportunities!
KEY:Identify strengths and match to opportunities
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Don’t base strategy on threats!
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•New voices•New conversations•New passions•New perspectives•New experiments•A sense of your organization’s traditions and values
Conditions for Planning
“A lot of questions about the woods can’t be answered by staying all the time in the woods…”
Norman MacLean, A River Runs Through It
Photo by anguskirk
