swoting way to meaningful goals (trainers version)

Download SWOTing way to Meaningful Goals (trainers version)

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  • 1. S.W.O.T. ting Your way to Meaningful Goals Settingthe Strategy II This module originated by: John Conway PRO-DAIRY 123 Lake St. Cooperstown, NY 13326 [email_address] 607-547-2536

2. Learning Objectives: Answer: How risky is it setting goals in the absence of clear vision? Answer: What information is needed for thorough business level SWOT analysis Learn the value of and how to set long term DRIVE goals Learn the value of and how to set short term SMART goals Approximate Time Needed: Case Farm set up -- 15 minutes Rest of module 45 minutes

  • AV Equipment Needed:
  • LCD Projector
  • Laptop Computer running MS PowerPoint
  • Flip chart, markers, tape that wont peel paint
  • Pens/pencils

3. The Six Sigma Way, How GE, Motorola, and Other Top Companies Are Honing Their Performance.2000Peter Pande, Robert Neuman, Roland Cavanagh The Goal: A Process of Ongoing Improvement.1992 Eliyahu Goldratt, Jeff Cox The Dancing Wu-Li Masters -- An Overview of the New Physics.1984 Gary Zukav Further Reading: 4. Presenter: DMAIC

  • The you are here slide will show up throughout the curriculum. DMAIC is the managers most fundamental tool and it made sense to organize around it.
  • Participants will use a Case Farm to further analyze on the way to setting long and short term goals. They will be applying measurements and analysis at a business level to formulate goals. Goals represent improvements at a strategic level.

5. D efine A nalyze I mprove C ontrol M easure Problem Solving Cycle You are here (but at a strategic level) 6. Presenter: Compelling Vision

  • This slide is review from the compelling vision module. Pasted in below are notes from earlier use of slide:
  • Living the Strategy. Some individuals make a connection while viewing something as a schematic such as this. A compelling vision is the beginning of a strategy and has three definable attributes:
  • A sense of significant purpose
  • A clearly painted picture of success and
  • Clear values reflecting a melding of the values among the business people.
  • Before taking the strategy into a first tangible step, youve got to know where you are currently at. An accurate assessment of the business resources and financial and production condition is essential. Basically we are applying the DMAIC cycle to setting the strategy, and we need to measure first, then analyze before making improvements. The biggest, broadest improvements will be captured as long term DRIVE goals. (mention the attributes of DRIVE). Each DRIVE goal can be parsed into one or more short term SMART goals (mention attributes of SMART). SMART goals are at the intersection of taking the strategy to where something connected to it begins to happen.

7. 8. Presenter: Foundation

  • Pasted in are notes from last use of slide:
  • Other people see things better pictorially. Here is another view of setting the strategy, but with developing a compelling vision as the foundation.
  • This is a quick review of compelling vision that is the foundation for goals to be written toward

9. Compelling Vision (Purpose, Success Picture, Values) SMART Goals (Short Term) Tactics DRIVE Goals (Long Term) Foundation View of PlanningAccurateAssessment ofBusiness Resourcesplus Financial and Production Condition 10. Presenter: Principle in Play

  • So what is the principle in play for setting long and short term goals?
  • Goals provide the motivation to move towards action. The bullets clarify how.
  • This thought is continued on the next slide

11. Principle in Play:

  • Goal Setting is a Particularly Motivating Tool as it can:
  • Focus energy and attention on the target
  • Increase effort and intensity
  • Encourage persistence and practice over time
  • Promote development of problem solving skills
  • Drastically increase the probability of reaching what you seek!

12. Presenter: Principle in Play continued

  • More on the principle in play for setting long and short term goals
  • Continuing with the boat analogy. Without a vision, you have no rudder. You may get lucky and drift in the right direction for awhile. But only with the ability to steer can you materially change direction.
  • Goals help refine direction. Broader, long term or DRIVE goals help give you a direction to steer (Northwest). Shorter term SMART goals further refine direction and give a specific reading (3150).

13. Compelling Vision the Rudder Goals Refine Direction the Compass Long Term (DRIVE) Goals Northwest Short Term (SMART) Goals 315 0 14. Presenter: SWOT

  • SWOT Defined (as shown on slide)
    • Strengths -General farm resource assessment
  • PA Dairy, DFBS, DHIA
    • Weaknesses General farm resource assessment PA Dairy, DFBS, DHIA
    • Opportunities Your view of Industry direction
    • (in light of strengths/weaknesses)
    • Threats What you see looming in the industry/world likely to impact your business

15. S trengths General farm resource assessment PA Dairy, DFBS, DHIA W eaknesses General farm resource assessment PA Dairy, DFBS, DHIA O pportunities Your view of Industry direction(in light of strengths/weaknesses) T hreats What you see looming in the industry/world likely to impact your business S.W.O.T. Analysis but before setting goals, youve got to know where youre at! 16. Presenter: Case Farm

  • After the May 7 & 8, 2007 Training Conference we agreed to develop two additional Case Farms. If you missed the e-mail alerting you to them, please check the MFS website.
  • Case Farm introduction. It is a real farm. Names have been changed to respect anonymity.
  • It is fair to say that this farm once had a sense of vision. Due to outside interests and a measure of neglect, that vision has faded and is pretty much non-existent.
  • This is a somewhat unique situation in that the supporting data and information is there in an unbroken stream. It allows the participant to see what it feels like to have a sense of what is going on and yet no real direction to apply it to. Participants are free to impose their own vision and set goals accordingly (based on SWOT analysis and supporting data)
  • If this were your farm what would be your thoughts about the vision of this farm?

17.

  • Our Case Farm is bundled in a separate packet. While there is a lot of information in the bundle, you may find everything you need in the first and second sections. Accordingly we have put it into sections, each with a cover page. They run from the most general to the most detailed.
  • You are free to speculate and draw conclusions. Intent is to give you something real to work with, but without squelching your imagination. You can work the farm as is in the short run, jump ahead a year with the son and daughter-in-law in the picture, or both (may consume a lot of time, though).
  • Sections
  • General Description
  • SWOT Analysis
  • PA Dairy Tool Analysis (PAs financial/production expert system)
  • DFBS Financial Comparison (NYs Dairy Farm Business Summary)
  • Dairy Production Records/Analysis (PCDART here or could be DairyComp 305)

18. Presenter: Be the Case Farm

  • Case Farm introduction. It is a real farm. Names have been changed to respect anonymity.
  • It is fair to say that this farm once had a sense of vision. Due to outside interests and a measure of neglect, that vision has faded and is pretty much non-existent.
  • This is a somewhat unique situation in that the supporting data and information is there in an unbroken stream. It allows the participant to see what it feels like to have a sense of what is going on and yet no real direction to apply it to. Participants are free to impose their own vision and set goals accordingly (based on SWOT analysis and supporting data)
  • Bear in mind that you may have these MFS sessions structured in a way where Case Farm use may be unnecessary. That would happen with a targeted group who all have plenty of own farm info to do a reliable SWOT analysis and have mostly developed out their compelling vision. In this case they would develop DRIVE and SMART goals for their own farm.

19. Bethe Case Farm You are in the frustrating position of using facts and data to set some goalswithoutthe benefit of a sense of vision. Things get increasingly more concrete as we look at the current situation and come up with longer term DRIVE Goals which will create the bridge to the future. They are supported by shorter term SMART goals which puts the stamp of specificity and due dates on strategy. You can dig as deeply in the supporting information as youd like to determine which strengths can be further exploited and which weaknesses are critical to success and need to be shored up, maintained and continually improved. Lets get to work! Other option:if you have accurate financial and production information on your farm go right ahead and work on your farms goals. 20. Presenter: DRIVE

  • It is fair to say that this farm once ha

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