A World Class Process for A World Class Process for Strategic PlanningStrategic Planning

Preparing for the FutureFebruary 2010

Jack JekowskiInnovative Technology Partnerships, LLC

Innovative Technology Partnerships, LLC

TM

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What is Strategic Planning?

• A process that can:– Identify key issues impacting an organization– Create awareness of world events and technology– Bring key members of the organization together for

strategic discussions– Create action items to enhance the viability of the

organization and better prepare for the future– Motivate individuals to work common goals– Stimulate innovation and entrepreneurship– Prioritize activities when limited resources are available

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What Else Can Strategic Planning Be?

• It can also be a process that:– Becomes steeped in non value-added activities– Becomes a stand-alone “project”, sapping

resources from the organization with little impact– Creates barriers between management and the rest

of the organization

There is nothing magic about strategic planning - it is the application of a set of tools that, when properly used, can focus the attention and expertise of leaders on critical decision making to ensure success and viability. When communicated to the organization and supported by leaders, it can also be a powerful motivator to achieve high levels of efficiency and employee satisfaction.

There is nothing magic about strategic planning - it is the application of a set of tools that, when properly used, can focus the attention and expertise of leaders on critical decision making to ensure success and viability. When communicated to the organization and supported by leaders, it can also be a powerful motivator to achieve high levels of efficiency and employee satisfaction.

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A Detailed View of Strategic Planning

Environmental Scan• Interviews• Review assessments• Collect and review data• Develop stakeholder set• Examine market and

competitors

Planning Meetings• Identify driving forces• Identify strengths,

weaknesses, opportunitiesand threats

• Identify issues

Issues Development• Issues analyses• Strategic discussions• Future visioning/Scenario

Planning• Validate Vision and Mission

Strategy Development• Identify strategies, tactics,

actions and teams• Prioritize• Develop time lines, metrics

and milestones• Assign responsibilities

Strategy Deployment• Publish Strategic Plan• Publish summary pamphlet• Brief and involve all

stakeholders

Monitor and Feedback• Gather performance data• Report status in public

meetings• Improve process

But remember…the greatest value is the stimulation of strategic discussions!But remember…the greatest value is the stimulation of strategic discussions!

Strategic discussions occur in every step

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Creating the Environment forStrategic Planning

• Commitment from senior management• Commitment to open discussions• Quality time away from the workplace• Focus by senior management on external events and

willingness to change/adapt strategies as they unfold• Open communications with entire organization• Recognition of accomplishments and development

of lessons learned from failures

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Tools of Strategic Planning• Environmental Scan, SWOT, Driving Forces, Critical

Uncertainties, Issues Management, Quality Tools– Gathering available information on the organization, the external

environment, and the competition; discussing information in the context of the strategic position of the organization; and using tools to analyze and summarize

• Quality Criteria Guides – Baldrige– A world-class process to allow an organization to better prepare itself

in today’s highly competitive environment• Process management/feedback – ISO 9001 and ISO 14001

– Ensures that critical organizational processes are documented and that progress is tracked and improvement strategies implemented

• Scenario Planning - Future Visioning– A tool used to take a long view of the future - what strategies will

position the organization for success no matter what happens

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Environmental Scan• Various techniques used to gather information concerning

the organization to build a common knowledge base among the management team:– SWOT – Strengths and Weaknesses (usually internal), and

Opportunities and Threats (usually external) for the organization– Issues management – Identification of key issues impacting the

organization, may involve formal analysis– Driving Forces – external events and situations that impact the

organization, can be broken down into Social, Technological, Economic, Environmental, and Political (STEEP)

– Assessments, audits and other pertinent information– Competitor analysis – who are they, what do we know about them?– Critical Uncertainties – possible future events that would have a

critical impact on the organization, but are uncertain in how orwhen they will occur or turn out

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Baldrige Criteria: A World Class Process for Assessment

http://baldrige.nist.gov/Criteria.htm

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Baldrige Criteria:The Organizational Profile

Used as an initial self-assessment, the Organizational Profile helps identify potential gaps in key information and provides a starting focus for identifying performance requirements

Used as an initial self-assessment, the Organizational Profile helps identify potential gaps in key information and provides a starting focus for identifying performance requirements

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Baldrige Criteria: Strategic Planning

The Strategic Planning Criteria provides a methodology and guideline for an organization to ensure that it has a robust planning system

The Strategic Planning Criteria provides a methodology and guideline for an organization to ensure that it has a robust planning system

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ISO:An International Process Standard

• ISO 9000 and ISO 14000 are families of standards • ISO 9001: 2008 is concerned with “quality management” – what an

organization does to ensure that its products or services satisfy the customer’s quality requirements and comply with regulations.

• ISO 14001: 2004 is primarily concerned with “environmental management” – what an organization does to minimize harmful effects on the environment caused by its activities.

• Both standards require continuous performance improvement• Both ISO 9001: 2008and ISO 14001: 2004 concern the way an

organization goes about its work, and not directly the result of this work; in other words, they both concern processes, and not products

http://www.iso.org/iso/home.htm

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What is Scenario Planning?

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A tool used to stretch the imagination of leaders to anticipate and prepare for probable futures and to speculate and

ponder upon improbable futures…

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What Scenarios RequireA constant feeding through rich, diverse, and thought-provoking informationBecoming aware of your own “filter” and continuously readjusting it to let in more data about the worldEducating yourself on the views of othersResearch, research, researchKeeping track of new technologies, one of the most important drivers of future eventsKnowledge of the “fringes” – in the 21st Century, the BlogosphereAn understanding of the driving forces – Society, Technology, Economics, Environment, and PoliticsVocabulary, imagery and rhythmRemarkable peopleA Champion and support resourcesAn understanding of the mental maps of decision makers

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Creating the Scenarios

Environmental Scan

1

Critical Uncertainty 1

Crit

ical

Unc

erta

inty

2

Extreme DescriptorsExtreme Descriptors

Extreme Descriptors

Extreme Descriptors

Future World W

Future World Y

Future World X

Future World Z

Interviews – the “mindset of management”

Strengths, Weaknesses, Opportunities and Threats (SWOT)

Driving Forces

Predetermined events

Critical Uncertainties

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Identifying Robust Strategies

THE GLOBAL NUCLEAR DANGER

Scenario A Scenario B

Scenario C Scenario D

• Growing incidents of nuclear leakagecreate an inevitable path toward use byrogue states• US abandons Nunn-Lugar andreestablishes a testing readiness posture• US abrogates ABM treaty and deploys anABM system• Nuclear incident of 2000

• Fissile Cut-Off Treaty signed• NPT sets date for total eliminationof Nuclear Weapons• START III leapfrogs Start II• MPC&A technologies evolve andare embraced by nuclear states

•CTBT Stalls•Russia political and economicupheavals drive return to nationalism•Nuclear Weapons remain the powersymbol for nation states - Nuclearweapons states abound• Russia resumes testing to ensureviability of stockpile•North Korea Tests, Israel announcesNWS status, Iran and Syria announceplans for nuclear programs

The Proliferationof NuclearWeapons States

Thef

t and

Div

ersio

nof

Nuc

lear

Mat

eria

ls

“The Dominos Fall”

• CTBT succeeds - SBSS usedas bargaining chip•India and Pakistan disarm• START III implemented, butto levels that assure non-NWSsome level of security• Iraq invaded• Russian economic reformsand Western interventionbegins road to improvement•Famine in North Koreacreates basis for unification

“A Delicate Balance”

“Prepare for the Terrorists”

“A Glimmer of Hope”

J. JekowskiSeptember 9, 1998

Strategy A-1Strategy A-2Strategy A-3

Strategy B-1Strategy B-2Strategy B-3

Strategy C-1Strategy C-2Strategy C-3

Strategy D-1Strategy D-2Strategy D-3

Many scenario developments will identify a small number of strategies in each scenario that are similar - these are the “robust strategies” that should take top priority for the organization -allowing it to be better prepared no matter what world evolves. By rehearsing other strategies for each future world, the management team is better prepared to respond to any event

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The Evolution of a Scenario THE GLOBAL NUCLEAR DANGER

Scenario A Scenario B

Scenario C Scenario D

• Growing incidents of nuclear leakagecreate an inevitable path toward use byrogue states• US abandons Nunn-Lugar andreestablishes a testing readiness posture• US abrogates ABM treaty and deploys anABM system• Nuclear incident of 2000

• Fissile Cut-Off Treaty signed• NPT sets date for total eliminationof Nuclear Weapons• START III leapfrogs Start II• MPC&A technologies evolve andare embraced by nuclear states

•CTBT Stalls•Russia political and economicupheavals drive return to nationalism•Nuclear Weapons remain the powersymbol for nation states - Nuclearweapons states abound• Russia resumes testing to ensureviability of stockpile•North Korea Tests, Israel announcesNWS status, Iran and Syria announceplans for nuclear programs

The Proliferationof NuclearWeapons States

Thef

t and

Div

ersio

nof

Nuc

lear

Mat

eria

ls

“The Dominos Fall”

• CTBT succeeds - SBSS usedas bargaining chip•India and Pakistan disarm• START III implemented, butto levels that assure non-NWSsome level of security• Iraq invaded• Russian economic reformsand Western interventionbegins road to improvement•Famine in North Koreacreates basis for unification

“A Delicate Balance”

“Prepare for the Terrorists”

“A Glimmer of Hope”

J. JekowskiSeptember 9, 1998

Constructed in 1998

As the world enters the third millennium, it teeters on the brink of disaster. With the proliferation of weapons of mass destruction, mankind no longer has the luxury to allow others to exercise unilateral actions in support of extreme agendas. The potential for a single incident to take the lives of millions of people, impact the economy of countries or regions in the trillion of $$, and effect social change of unprecedented scale requires the creation of a new global social conscience and rule of law. Unfortunately, mankind has acquired the power for such destruction before it has developed a responsible social structure. In this unstable world a sequence of discontinuities, particularly those for which an inappropriate, or no response occurs, could lead mankind to those desolate worlds so often depicted by Hollywood. It is of paramount importance that world leadership understands the consequences of their actions or inaction and engage in strategic conversations that identify critical indicators that could lead to the unimaginable…

Revisited in 2000

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Creating the Strategic Plan• Organizations may have different hierarchical definitions for

their plan elements – here is one that can be used as a guide:

CorporateValues

CorporateValues

Vision & Mission

Vision & Mission

StrategiesStrategies

Actions/Tasks Actions/Tasks

PerformanceMeasures

PerformanceMeasures

Results andFeedback

Results andFeedback

Evaluation

Goals

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Developing Time Lines and Assigning Responsibilities

• Realistic timelines must be assigned to key goals, strategies and objectives– Well thought-out metrics must be tied to each– Individuals/teams must be assigned ownership– Simplified reporting mechanisms must be established– Management attention must be paid throughout

2 0 0 3 2 0 0 4 2 0 0 5 2 0 0 6

C o o p e r a t i v e A g r e e m e n tM a r c h 1 , 2 0 0 3

N a t i o n a l A d v i s o r y B o a r dJ u n e 1 9 - 2 0 , 2 0 0 3

E x e c . / C C / I S m e e t i n gM a y 5 - 8 , 2 0 0 3

A l l S c i e n t i s t s m e e t i n gS e p t . 1 8 - 2 1 , 2 0 0 3

N e t w o r k O f f i c e S t r a t e g i c P l a n n i n g P r o c e s s

E x e c u t i v e / C C S t r a t e g i c P l a n n i n g P r o c e s s

E C r e p o r t t o N S F o n S t r a t e g i c P l a n

F e b . 2 0 0 4B u d g e t P r o p o s a l

C C A d o p t s B y l a w s a n d S t r a t e g i c P l a n

N e t w o r k O f f i c e S t r a t e g i c P l a n n i n g

J u n e 5 - 6 , 2 0 0 3

D r a f t N e t w o r k S t r a t e g i c P l a n

N e t w o r k O f f i c e A n n u a l r e p o r t Y e a r 1

B u d g e t P r o p o s a lD e c . 1 , 2 0 0 3

N e t w o r k O f f i c e A n n u a l r e p o r t Y e a r 2

D e c . 1 , 2 0 0 4I n c l u d e d e t a i l s o f s t r a t e g i c p l a n n i n g

p r o c e s sB u d g e t P r o p o s a l

N e t w o r k O f f i c e A n n u a l r e p o r t Y e a r 4

D e c . 1 , 2 0 0 6

I m p l e m e n t m o r e e f f e c t i v e s y s t e m o f m a n a g e m e n t a n d b i - d i r e c t i o n a l

c o m m u n i c a t i o n b e t w e e n N e t w o r k O f f i c e a n d L T E R r e s e a r c h c o m m u n i t y

R e v i e w b y N A B a n d P r o j e c t D i r e c t o r

N e t w o r k O f f i c e A n n u a l r e p o r t Y e a r 3

D e c . 1 , 2 0 0 5

M a j o r s i t e r e v i e w b y N S F

O c t o b e r , 2 0 0 5

2 0 0 8R e n e w a l

P r o c e s s f o r N e t w o r k O f f i c e C o n t r a c t

R e n e w a l p r o p o s a l r e q u e s tS u b m i s s i o n b y J u n e 1 , 2 0 0 8

C o n t i n u e d y n a m i c r e v i e w o f S t r a t e g i c P l a n

C o n t i n u e d y n a m i c r e v i e w o f S t r a t e g i c P l a n

C u r r e n t N e t w o r k O f f i c e c o n t r a c t e n d s F e b . 2 8 , 2 0 0 9

P o s s i b l e I L T E R g r a n t c o m p e t i t i o n

C O S IM e e t i n g

L a t e J u l y

T o w n M e e t i n g sI L T E R m e e t i n g s

S P W o r k i n g G r o u p s

M i n i S y m p o s i u m a t O S T P ?( N A B M e e t i n g ? )

C h a i r E l e c t i o nA p r i l

C C M e e t i n g

N e w S i t e s

U N M A n n u a lm e e t i n g

U N M A n n u a lm e e t i n g

U N M A n n u a lm e e t i n g U N M A n n u a l

m e e t i n g

A S M S u r v e y

S i t e S u r v e y

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Process Management/Feedback

• Strategies and Actions must be tracked to ensure not only that they are being accomplished, but also to ensure unwanted behaviors and unintended consequences are not being driven by them

• Simplified reporting is a key, but must be sufficient to create strategic discussions

• Leadership and staff mustbe willing to accept changesand discard strategies andactions that are no longerpertinent

1998-2004

Strategic Tactic/Action Progress Areas

Improvement Opportunities Action Plans for Improvements

Status

On Schedule Minor Problems Major Problems

STRATEGY #1Position NM MESA for greater financial stabilityJan-June, 1999

• Fill in this area with specific progress items

• Describe how the improvement opportunities will be implemented• Identify “opportunities” for achievingthe strategy/tactic/action

E. Expand partnerships with federal agencies inNew Mexico

Strategy Leader

TeamEvangeline Sandoval Trujillo,Roberto Valenzuela, ElizabethGallegos, Miquel Robles, JackJekowski

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Publicizing the Plan

• Provides the necessary public/peer pressure through organizational and management changes

• Builds organizational focus and trust• Acknowledges work of organization• Provides the basis for budget requests

Examples:• Wide publicity while plan is in process• Publicizing some of the key issues being addressed – provide opportunitiesfor input

• Broad dissemination of summarized final result (newspaper, flyers, email, etc.)• Follow up on results of actions – update strategies based on current events• Reward successes

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In the Final Analysis

• Strategic Plans are only of value if they are in constant use by management – strategic planning is not a “one-off” event!

• The strategies and actions developed today might not be the right ones for tomorrow– The more robust and complete your planning process is,

the more long-lived your strategies will be• A constant refreshing of the strategic plan is

required based on data, feedback, external driving forces and the resulting open, strategic discussions