scenario!planning!session! increasing the effectiveness of

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Scholarly Communica/ons Workshop • April 2013 © Tecker Interna/onal, LLC • www.tecker.com

Scenario Planning Session March 9, 2013

Facilitated by: Paul D. Meyer President and Co-‐CEO Tecker Interna/onal, LLC [email protected] 703.449.9019 www.tecker.com

Increasing the Effectiveness of Your Scholarly Communications

Program

April 9, 2013

Welcome from ARL!

Julia C. Blixrud!Assistant Executive Director!

Association of Research Libraries!

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Logis/cs

•  Registra/on/sign-‐in/badge •  ARernoon schedule (1:00-‐5:00) •  Breaks •  Power and WiFi •  Restrooms •  Dine-‐arounds

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Ins/tute on Scholarly Communica/on

•  Jointly sponsored by ARL and ACRL •  Building community to support ins/tu/onal program planning –  Immersive learning experiences – Webinars – Single day events – Freely Accessible Ins/tute Resources (FAIR)

Welcome from ACRL!Kara Malenfant!

Senior Strategist for Special Initiatives!Association of College and Research Libraries!

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Strategies for Success Workshop

•  Address two expressed needs from community – Linking to organiza/onal goals and se^ng strategic direc/ons

–  Influencing others when you do not have posi/onal authority

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Learning Outcomes (1)

•  Par/cipants will augment their ability to think strategically about se^ng direc/ons for their scholarly communica/on programs.

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•  Par/cipants will learn techniques for opera/onalizing their programs most powerfully by determining which ac/vi/es to undertake and what support is needed to advance the strategic direc/ons of their programs.

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•  Participants will practice skills to influence campus partners and position their programs within the context of their institutions’ mission, vision, goals, and objectives.!

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Paul D. Meyer

•  President and Co-‐CEO with Glenn Tecker of Tecker Interna/onal, LLC, and Principal Consultant with Thunderbolt Thinking, Inc.

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Workshop Discussion Threads Day One: April 9, 1:00 pm – 5:00 pm §  Opening Remarks §  Discussion Thread 1: CreaHng a Knowledge-‐base §  Discussion Thread 2: CreaHng Responsive Outcomes §  Discussion Thread 3: Developing an ImplementaHon

Strategy Day Two: April 10, 8:30 am – 12:30 noon §  Discussion Thread 4: IdenHfy Influencers/Audiences §  Discussion Thread 5: CreaHng InfluenHal Messages

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Workshop Ground Rules

1.  Be honest with each other 2.  Be willing to share “the good, the bad,

and the ugly.” 3.  Be willing to listen to others

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Leadership Is... Marshalling the people, capital and intellectual

resources of the enterprise to move it in the right direcHon…

–  The right direc+on – defining the strategies that will have the greatest possible contribuHon over the long term to the clients or customers that the company was created to serve.

–  Moving an organiza+on – energizing it, removing obstacles to progress, making the changes necessary to improve performance, and enabling it to learn and grow.

–  Marshalling resources – collecHng them, focusing their aYenHon and inspiring or empowering their use.

-‐From Leaders Who Make A Difference – Nanus and Dobbs

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A Leadership Strategy Cycle

Intent

Behavior

Effect

Adjustment

Thinking with foresight

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Working Defini/on of Strategy An organized response to the environment, based upon a par/cular set of goals, that seeks op/mal benefits to the organiza/on's customers by:

§  building on strengths; and/or §  building up weaknesses; in order to pursue the greatest possible advantage of opportuni/es and dis/nguish my program from others.

~Tecker and O'Neal~

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A Successful Strategic Plan is…

ü  Truly strategic – Strategic planning is dis/nct from opera/onal planning and budge/ng.

ü  Focused – Includes a set of focused goals in specific areas.

ü  Responsive – Assessment of environmental condi/ons is part of the process.

ü A stretch – Includes a longer-‐term goal stretching the organiza/on beyond its present posi/on.

ü  Measurable -‐ Includes specific measurements in priori/zed areas.

Environmental Scan/Assessing Current Condi/ons

Strategy Development

Strategy Implementa/on and Communica/on

Monitoring & Adjustment

q Core Ideology •  Core purpose (mission) •  Core values

q Envisioned Future •  Vision •  Vivid Descrip/on

q Goals q Strategies & Priori/es q Ac/on plans

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Understanding Your Environment

3-‐year Planning Horizon

Current Condi/ons Trends

Assump/ons About the Future

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1.  Competition 2.  Economic Climate 3.  Political Climate 4.  Customer Expectations 5.  Demographics 6.  Technology

CreaHng Future AssumpHons

Considerations: Overall Scholoraly Comunication Landscape Your specific institution (State/local issues)

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Understanding Your Environment

3-‐year Planning Horizon

Current Condi/ons Trends

Assump/ons About the Future

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Assessing Current Program

q What is working well in our program?

q What is not working so well in our program?

Environmental Scan/Assessing Current Condi/ons

Strategy Development

Strategy Implementa/on and Communica/on

Monitoring & Adjustment

q Core Ideology •  Core purpose (mission) •  Core values

q Envisioned Future •  Vision •  Vivid Descrip/on

q Goals q Strategies & Priori/es q Ac/on plans

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" 5 +Year Vision (BHAG) • Longer-term challenge with a clear finish line • Unifying focal point of effort • Clear and compelling • A catalyst for team spirit • Applies to the entire program • Requires significant time to complete

" Vivid Description • A vibrant, energizing and

specific description of what it will be like to achieve the Vision

• Painting a picture of the vision

Envisioned Future

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Developing your Vision (BHAG)…

q  What are you driving toward in a longer-term planning horizon?

q  How would you define success in the longer-term?

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Vivid DescripHon of a Desired Future

Vibrant, engaging descrip/on of what it will be like to achieve the vision.

Passion, emo/on and convic/on are essen/al to Vivid

Descrip/ons. Henry Ford:

“I will build a motor car for the great multitude… It will be so low in price that no man making a good salary will be unable to own one-and enjoy with his family the blessing of hours in God’s great open spaces… When I’m through, everyone will be able to afford one… the horse will have disappeared from our highways, the automobile will be taken for granted, and a large number… will be employed at good wages….”

Current State

Driving Forces (+)

Restraining Forces (-‐)

VISION

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Goals, Metrics, and Strategies

Goals…Outcomes the program is commimed to achieving; reviewed each year (2 year) Metrics…Specific measurements used to quan/fy success at reaching objec/ves and goals. Strategies…Indicates an ac/vity (1 year /meframe) reviewed each year

Promote… Develop… Inform… Iden/fy… Inform…

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Developing Metrics

Metrics: Specific measurements/ac/vi/es used to quan/fy success in reaching goals and objec/ves.

Dashboard: Visual display of the most important measurements/

ac/vi/es. A dashboard includes data points or key performance indicators (KPIs) organized in a way to provide a quick view of important informa/on.

Examples:

–  Revenue generated –  Sales by region/customer segment –  Changes in customer demographics –  Customer sa/sfac/on –  Website hits

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Strategies (Ac/ons)

§  Strategies describe how the Enterprise will commit its resources to accomplishing work toward the goal.

§  Strategies serve as a link from long-‐term planning to annual planning, and are normally part of the annual opera/onal plan and not the strategic long-‐range plan.

§  Strategies bring focus to the annual alloca/on of resources.

§  Strategies set accountability and strategic priori/es for employees.

Four AcHons Framework Eliminate Enhance

Reduce Create

From Blue Ocean Strategy by W. Chan Kim and Renee Mauborgne

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Workshop Discussion Threads Day One: April 9, 1:00 pm – 5:00 pm §  Opening Remarks §  Discussion Thread 1: CreaHng a Knowledge-‐base §  Discussion Thread 2: CreaHng Responsive Outcomes §  Discussion Thread 3: Developing an ImplementaHon

Strategy Day Two: April 10, 8:30 am – 12:30 noon §  Discussion Thread 4: IdenHfy Influencers/Audiences §  Discussion Thread 5: CreaHng InfluenHal Messages

Paul D. Meyer Paul D. Meyer is President and Co-‐CEO, Tecker Interna/onal, LLC, and Principal Consultant with Thunderbolt Thinking, Inc. In these roles, Paul provides strategy development and implementa/on consul/ng, innova/on and crea/vity training, e-‐commerce posi/oning, volunteer leadership training, and research to corpora/ons and not-‐for-‐profit organiza/ons. ConsulHng Experience Paul has worked with large and small corpora/ons and na/onal trade and professional associa/ons as well as state and local component organiza/ons and community-‐based ins/tu/ons represen/ng a variety of industries. His primary areas of exper/se include strategic planning facilita/on and implementa/on, innova/on training, environmental scanning, market and marke/ng research, leadership training, governance re-‐engineering, branding, and product/program assessments. He is a proven researcher, trainer, and group process facilitator focused on producing results through collabora/on, group dialogue, and research assessment. Paul’s skills and experience enable him to assist groups in reaching consensus in developing new opportuni/es, crea/ng innova/ve solu/ons, solving problems, and achieving iden/fied organiza/onal goals. Corporate/E-‐commerce Experience Paul has provided Business Development exper/se in crea/ng and managing an Internet e-‐commerce company. He was involved in the ini/al start-‐up and successful launch of a mul/-‐million dollar Internet-‐based provider of insurance services. Through this experience, Paul gained significant exper/se in e-‐commerce strategy and web-‐based product development. Not-‐For-‐Profit Experience With over 15 years of experience in managing not-‐for-‐profit associa/ons, Paul brings a wealth of knowledge and innova/ve thinking to his consul/ng engagements. He has held a variety of posi/ons within associa/ons developing exper/se in organiza/onal strategy, governance, revenue crea/on, market research, e-‐commerce, alliance building, marke/ng, public rela/ons, knowledge management, branding, chapter rela/ons, membership, leadership training, customer service, interna/onal expansion, and new product development. Paul has worked directly for a variety of organiza/ons including an associa/on start-‐up, an associa/on management company, and the “associa/on for associa/ons” – the American Society of Associa/on Execu/ves (ASAE). EducaHon and Professional Involvement Paul has an MBA from Marymount University and has earned his Cer/fied Associa/on Execu/ve (CAE) designa/on from ASAE. Paul has also published ar/cles and led workshops on such topics as corporate branding, innova/on, new product development, marke/ng, leadership training, market research, e-‐commerce, membership, non-‐dues revenue, customer service, and organiza/onal strategy. He is co-‐author of “The Will to Govern Well; Knowledge, Trust and Nimbleness,” published by ASAE.

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