q strategy development

Strategy Starts With Knowledge

WWW.QUESTUSSTRATEGIES.COM | 720-638-0909

http://www.questusstrategies.com/

• Introductions: 11:30 - 11:40• Lecture: 11:40 - 12:15• The Strategic Planning Process

• Assessment• Planning• Implementation• Measurement

• Working Lunch/Break: 12:15 - 12:30

• Workshop - 12:30 - 1:15• Lifecycle Analysis• Strategic Plan Formation

• Q&A - 1:15 - 1:30

Today’s Agenda

The critical steps to developing a strategy

to focus your vision and optimize your impact!



Strategy is the bridge between your vision of the future and the goals, objectives, and tactics to

accomplish your mission. WWW.QUESTUSSTRATEGIES.COM | 720-638-0909

What is Strategy?


Bigger? Better?

Strategy is Broad



Strategic PlanningTraditional Planning Pitfalls…• Cyclical vs. Ongoing• Often a Static Exercise• Difficult to Implement



The Q Strategy Process consists of 4 key steps:

1.Assessment2.Planning3.Implementatio

n4.Measurement

Q Strategic Planning Process


Adapted from “The Nonprofit Strategy Revolution”


Your Foundation


Who Are We?


OUTLINE IDEAS Shared Vision

My Visio

nYour Visio

n

“The practice of shared vision involves the skills of unearthing shared ‘pictures of the future’ that foster genuine commitment and enrollment rather than compliance.”

Senge 1990:9 The Fifth Discipline – The Art and Practice of the Learning Organization



Social Value Proposition

ActionsNeed

• What do we do?• Why is it important?• What is the impact

to the community?

Triad of Value


Why should anyone give us money?


Stakes in the Sand

Values

Mission

Organizational Vision

Community VisionHow we see the future

EthicsPrinciples

Beliefs

How we create change



Values.

1.Vision – How you want the world to look.

2.Mission – How you effect change.3.Values – What determines your

behavior.

Mission. Vision.

Guiding Principles


(Write them down and share them with all stakeholders!)


An effective plan requires actionable intelligence.




Where Are We? 1. Needs Assessment: Understanding your audience and knowing the best way to help them

2. Competitive Analysis: Identifying direct, indirect, and resource competitors.

3. Organizational Assessment: Strengths and weakness evaluation, key performance indicators.

4. Environmental Scan: Trend and situational analysis to discover opportunities and threats.Assessme

nt


SWOT Analysis 2.0

• Competitive Analysis

• Environmental Scan

• Trend Analysis• Funding Review

• Needs Analysis• Program

Assessment• Financial Audit

• Organizational Assessment• Communications Review• Lifecycle Analysis

Strengths Weaknesses

ThreatsOpportunities

Internal

External



Planning


What Do We Want to Be?

Where Do We Go Next & How?


Creating Progress“Don’t Push Growth, Remove the

Factors Limiting Growth”

Peter Senge, The Fifth Discipline -The Art & Practice of the Learning Organization



Strategy Pyramid

Tactics

Goals & Objectives

Growth Strategy

Business Model

Vision, Mission, Values

BiggerOr

Better

MeasurableActivities

12-18 months

Core Principles

Distinctive Process

orOutstanding

Execution



Competitive Advantage

Adapted from “The Nonprofit Strategy Revolution”

Social Value

1. Using a unique asset. And, or…2. Having outstanding execution.

Producing


(Strategic Positioning)


NP Business Model Canvas

Key Partners & Collaborations

Beneficiary/DonorSegments

Value Proposition Beneficiary/Donor Relationships

Key Activities

Distribution Channels

Key Resources

Impact MetricsCost Structure


Business Model – Defines your target audience, your services and how they are delivered, with a focus on how you finance operations.


OUTLINE IDEAS Goals &

Objectives



• Consider a facilitator. • Pre-planning is essential to a successful outcome.• Make the process action-oriented with specific responsibilities and

timelines.• Limit the number of action items to a realistic and manageable

number. • Make your planning inclusive; leadership sets the strategy, but

staff input and agreement is essential.• Stick to the agenda. • Off-site locations can decrease distractions.• Plans should be committed in writing and updated as necessary.

Meeting Tips



Implementation


Your strategic plan needs to be integrated with your organizational culture. It should be a working document that is part of future team meetings designed to help guide your organization to successful outcomes.

Action | Engagement | Communication | Culture


Measurement


“Measurement is the first step that leads to control and eventually to improvement. If you can’t measure something, you can’t understand it. If you can’t

understand it, you can’t control it. If you can’t control it, you can’t improve it.”― H. James Harrington


OUTLINE IDEAS Measures Guidelines


• Relevant: to the goal and strategy.

• Realistic: Placed in context of a target to be reached in an identified time frame.

• Replicable: Capable of being tracked period after period.

• Responsibility: Owned by the person who’s charged with the objective.

• Project measures: Progress against an initiative with a due date.

• Efficiency measures: Productivity and cost effectiveness measured as a ratio of outputs per inputs.

• Outcomes measures: The end result of whether services meet proposed targets or standards and demonstrate impact and benefit of activities.

• Quality measures: effectiveness of expectations: accuracy, reliability, courtesy, competence, compliance and responsiveness.

Types of Measures Guidelines


OUTLINE IDEAS After Action

Review


What did we expect would happen?What actually happened?What can we learn from the gap?



Q&AWhat should you

plan to do on Monday Morning?


q strategy development

Government & Nonprofit