Strategic Planning

Larry PotterfieldFounder and CEO

America Needs Baldrige!

Baldrige Needs BPEGs!

Baldrige Performance Excellence Groups

Baldrige = Success

Baldrige = Success

Baldrige = Success

1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Dol

lars

Year

ProductivitySales & Profit $

per Employee Cost $

Net Sales Dollars per Dollar of Employee Costs

Profit Dollars per Dollar of Employee Costs

Better

Strategic

Planning

Process

ValidateMission Statement

• To ensure guidance to the organization is aligned with current business needs and direction.

BOD, CEO and President

A

1Set the Direction

January

ValidateKey Stakeholders

• To ensure groups with a vested interest in the organization’s success are represented.

BOD, CEO and President

B

1Set the Direction

January

ValidateOrganizational Goals

• To ensure goals are aligned with current business needs and direction.• Goals owned by BOD.• Future performance levels for goals set by CEO and President.

BOD and President

C

1Set the Direction

January

Validate Shareholder Key Requirements

• To ensure current understanding of the key requirements that must be met to achieve the shareholder satisfaction goal.

CEO and BOD

D

1Set the Direction

January

Validate other Stakeholder Key Requirements

• To ensure current understanding of the key requirements that must be met to achieve the respective stakeholder satisfaction goal.

President and SLT

E

1Set the Direction

January

Results Review

• To identify opportunities to address, actual and projected performance are reviewed against goals.

CEO and President

F

1Set the Direction

January

Create Company Strategies

• To provide guidance in decision making.

CEO and President

G

1Set the Direction

January

Conduct Company SWOT Analysis• Strengths, weaknesses, opportunities and threats in relation to the current and future environment are analyzed. • Strategic advantages, challenges and core competencies are validated. • Reviewed with the BOD to identify blind spots.

Chairman, CEO and SLT

H

1Set the Direction

January

Create Strategic Objectives

• To define the initiatives to undertake to remain competitive and achieve current and future goals.• Major APs may be identified.• Reviewed with the BOD to identify blind spots.

CEO and President

I

1Set the Direction

January

2Deploy the Strategic

ObjectivesFebruary, May and August

Strategic Objectives Deployed

• To all employees with a formal call for innovation.• Employees submit ideas for APs.• Employees help identify blind spots.

CEO and SLT

J

InnovationEmployees

submit ideas for APs.

2Deploy the Strategic

ObjectivesFebruary, May and August

Ideas Categorized

• To identify strategic ideas for consideration as APs on the strategic plan.

SLT

K

2Deploy the Strategic

ObjectivesFebruary, May and August

Results Review

• To identify opportunities to address, actual and projected performance are reviewed against goals.

SLT

L

2Deploy the Strategic

ObjectivesFebruary, May and August

Review Company SWOT Analysis and

Conduct Department SWOT Analyses

SLT

S

O T

W

M

2Deploy the Strategic

ObjectivesFebruary, May and August

Review

• To create a focus on factors or capabilities to utilize or overcome in the strategic plan, core competencies, strategic advantages and challenges are reviewed.

SLT

N

2Deploy the Strategic

ObjectivesFebruary, May and August

InnovationStrategic ideas for

APs to achieve strategic objectives

are captured.

2Deploy the Strategic

ObjectivesFebruary, May and August

3Create Strategic Plan

October – October

Analyze and Select Ideas for APs for Next Year’s Strategic Plan

• To determine the most important APs to implement next year to achieve strategic objectives and goals.

SLT

O

3Create Strategic Plan

October – October

Analyze and Select APs for Long-Term Strategic Plans

• To determine the most important APs to implement as a part of the long-term strategic plan (2-3 years out), to achieve future strategic objectives and goals.

SLT

P

3Create Strategic Plan

October – October

Prioritize APs

• To determine the appropriate importance level of each AP.

SLT

Q

3Create Strategic Plan

October – October

Integrate Strategic Plan with Workforce Planning

• To ensure the resources needed to execute the strategic plan are integrated into workforce plans.

SLT

R

3Create Strategic Plan

October – October

Integrate Strategic Plan with Financial Plan

• To ensure the impacts to financial plans are identified and incorporated into the budget.

SLT

S

3Create Strategic Plan

October – October

Finalize and Approve the Strategic Plan

• To commit to a strategic plan to implement in the next year. • SLT finalized the plan, the CEO and President approve the plan and the BOD reviews the plan.

CEO and SLT

T

3Create Strategic Plan

October – October

4Deploy the

Strategic PlanNovember

Deploy the Strategic Plan

• To the entire organization to facilitate engagement and acceptance of the plan.

SLT

U

5Execute the

Strategic PlanJanuary - December

Execute the Strategic Plan

• Implement the APs on the intermediate-term strategic plan.

SLT

V

6Control the

Results of APsJanuary – December

Control the Results of APs

• To ensure desired results are achieved and sustained.

CEO and SLT

W

America Needs Baldrige!

Strategic Planning

Larry PotterfieldFounder and CEO