Putting Strategy into Action / PPT for The Academy 2011
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31.10.2011 1 ORGANIZATIONAL DEVELOPMENT EUROPEAN SCOUT REGION CORE GROUP Academy Session 2011, Paris October 30 th and 31 st 2011 Putting strategy into action “Strategy is the direction and scope of an organisation over the long-term: which achieves advantage for the organisation through its configuration of resources within a challenging environment, to meet the needs of markets and to fulfill expectations of different target groups.” 2
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PPT of the Strategy in to Action session on The Academy 2011
Transcript of Putting Strategy into Action / PPT for The Academy 2011
31.10.2011
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ORGANIZATIONAL DEVELOPMENT
EUROPEAN SCOUT REGION
CORE GROUPAcademy Session 2011, Paris
October 30th and 31st 2011
Putting strategy into action
“Strategy is the direction and scope of an organisation over the long-term: which achieves advantage for the organisation through its configuration of resources within a challenging environment, to meet the needs of markets and to fulfill expectations of different target groups.”
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Workshop @ Academy 2011
Stephen Peck (UK) Stephen Peck (UK)
Matthias Gerth (Switzerland) Matthias Gerth (Switzerland)
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Intro
Language(s)? Who are you? (Name, NSO, function, motivation) Who are you? (Name, NSO, function, motivation) What do you expect? use the post-its
What is needed before you develop strategies and actions?
Write one example each of a successful and an unsuccessful strategy or change implementation unsuccessful strategy or change implementation from your NSO
Change management, organisational behaviour, project management
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Managing change
Why change things? Why it‘s hard in Scouting and Guiding Why it s hard in Scouting and Guiding People resist change, not organisations Why it goes wrong Plan to succeed Dealing with resistance Embedding the change in the culture
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Managing change
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Organisational cultureLearning Organization (LO)
“The LO concept was developed to help p p porganisations cope with the rapid acceleration in the pace of change – a challenge also facing every NSO. Additionally, the LO approach is one that encourages Members to be involved and contribute to the NSO’s development. Member involvement is a growing expectation at all levels
d h LO h ill h l h and the LO approach will help us to meet that expectation.”
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Organisational cultureKey organisational behaviours
Involve and consult our membership at all levels whenever possible
Flatten organisational structures Flatten organisational structures Share information and store it in an accessible way
so that everyone can see the whole picture and can therefore contribute to discussions
Encourage learning and personal development…this is what we should be doing in Scouting anyway!
Regular external stimulus for the organisation'sthinking and development
Adopt a holistic approach to strategy
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Organisational cultureKey organisational behaviours
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Project ManagementHolistic approach: From A to Z
Analyzing Planning
Specifying the desired results, determining the schedules, and estimating the resources
Organizing Defining people’s roles and responsibilities
Controlling Reconfirming people’s expected performances, monitoring actions
and results, addressing problems, and sharing information with i d linterested people
Learning
ANALYZE PLAN EXECUTE CONTROL LEARN
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Project ManagementHolistic approach: From A to Z
Project managementPLANNING: WHY and WHAT?
Why? Strategic goals and vision Aims and objectives: Aims are the changes you hope
to achieve as a result of your work; Objectives are the activities you undertake and the services you offer to bring these changes about
What? Availbility of resources (time, people, money, place) Ri k l i Risk analysis Budget and contraints
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Project managementPLANNING: SMART objectives
Specific Define your objective clearly, in detail, with no room for
misinterpretation.p
Measurable Specify the measures or indicators you’ll use to determine
whether you’ve met your objective.
Aggressive Set challenging objectives that encourage people to stretch
beyond their comfort zones.
Realistic Realistic Set objectives the project team believes it can achieve.
Time-sensitive Include the date by which you’ll achieve the objective
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Project managementORGANIZATION: WHO, HOW and WHEN?
Who? Target groups (internal, external, support) Team and roles: depending on type of project Team and roles: depending on type of project Responsibilities Boundaries and key players
How? Resource allocation Organizational chart OK but keep room for creativity, stay flexible
When? Schedule: Phases and milestones
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Project managementCONTROLLING
Tracking progress Regular reporting Evaluation Lessons learned
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Project managementDeveloping a project plan
Environment, vision, aims and objectives Target groups Schedule: Phases/Activities/Milestones Risk analysis Budget Organizational chart Team, roles and responsibilities
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Summary
Support for your organization
The Organisational Development Core Group Tailored support: Consulting, workshops, etc. The library of documents OD seminar, February 11-12, 2012; Gilwell Park
Q&A
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