STRATEGIC PLANNING

Presented By:
Siddharth MAN Shreyash
Pravesh Rishabh Saurabh
DEFINITION

 A strategic plan is a tool that provides guidance in fulfilling a

mission with maximum efficiency and impact.
WHY PLAN?

 “If you don’t know where you’re going, it doesn't

matter which way you go”
 Cheshire Cat ; Lewis Carroll

 “If you don’t have a plan, your budget is your plan”

 Putnam; NEU
A STRATEGIC PLAN SHOULD…

 Articulate specific goals

 Describe specific action steps

 Be reviewed every 3-5 years

OTHER TYPES OF PLANS
(PLANNING)
 Operating Plan
 A set of tasks for carrying out the goals delineated in the strategic
plan.

 Business Plan
 A plan focused on the actions and investment necessary to generate
income from a program or service.
STRATEGIC PLANNING VS. LONG
RANGE PLANNING
Strategic Planning Long Range Planning

 More consideration of the  Looks inwardly at what we

external environment
 Relies on input from internal
and external stakeholders
 Focused on change and
adapting to actual or
perceived changes
 Vision of the future is
essential
want/where we want to be
 Often fiscal/budget driven
 Minimal involvement form
external stakeholders
 Focused on maintaining the
status quo
STRATEGIC PLANNING AND YOUR
MISSION
 Your mission is what your program is there to do. It should be
the cornerstone of your planning process.

 You should not have goals, objectives, tactics, or a strategy that

do not align with your mission.
BENEFITS OF STRATEGIC
PLANNING
 Promotes proactivity

 Involves internal and external stakeholders in the process

 Involvement of external stakeholders creates advocacy for the program

 Promotes stability over time

 Assists with planning for assessment, resource allocation, and accreditation

 Better prepare the program to evolve with changes

WHY DO STRATEGIC PLANNING?

 Keeps organization  Leads to positive action and

competitive in a dynamic and change
often unpredictable
environment  Helps in changing direction

 Promotes a clearly defined  Can accelerate growth

direction  Promotes innovation and
 Promotes buy-in, ownership, creativity
and commitment  Promotes communication &
 Prevents disenfranchised teambuilding
employees  Expands data and intuition
 Sets priorities for resource  Brings external factors to light
allocation
WHEN NOT TO DO STRATEGIC
PLANNING
 No time

 No resources

 No commitment from
leadership

 In an acute crisis or
transition
RESULTS OF A POOR PLANNING
PROCESS
 Disillusioned stakeholders

 Poor use of resources

 Fiscal
 Physical
 Human

 Failed accreditation reviews

GENERAL PRINCIPLES

 There is no one absolute process

 There are specific principles and required steps

 Should be treated as an ongoing process

 Must evolve and change as the “market” (environment) changes

 Must reflect the vision, mission, and values of the organization

STEPS TO A COMPREHENSIVE
STRATEGIC PLANNING PROCESS
 Situational assessment and analysis
 External competitive analysis
 Identify strategic or critical issues
 SWOT and PO analysis
 Design the strategic plan
 Write up the plan
 Implement the plan
 Measure success of the plan
SITUATIONAL ASSESSMENT &
ANALYSIS
 Determine distinct competencies:
 What makes us unique? What words come to mind when you
think about us?

 Marketing evaluation
 The four Ps (Product, Price, Place & Promotion)
 Make that seven Ps for PA education
 For higher education, Hayes adds
 Physical Evidence
 Processes
 People

 Estimation of product/service life

 Cycle: Emergence-Growth-Maturity-Decline
SITUATIONAL ASSESSMENT &
ANALYSIS
 External: Client or customer’s perceptions

 Methods
 Surveys, focus groups, interviews, observation research

 In PA education who are our clients?

 Students
 Preceptors/employers and “the” healthcare system
 Patients
 Others?
 Expectations, satisfaction & future needs
 What do they value?
 How do they think we are doing?
 How are their needs changing/evolving?
EXTERNAL COMPETITIVE
ANALYSIS
 Scanning

 Benchmarking

 Survey, interviews, focus groups & observational research

 Who else is providing the service?
 Are we spreading ourselves to thin?
 How is our “product” performing in the marketplace?
 Is our service and product congruent with our vision, mission,
and goals?
IDENTIFY STRATEGIC OR
CRITICAL ISSUES
 Definition: An issue (problem or opportunity) that can potentially have
a large impact on the organization. Something that should not be
ignored….

 Brainstorm (post-it notes)

 Rank priorities

 List- Five to ten

 Balloting (secret)
SWOT AND PO ANALYSIS

 SWOT
 Successes (internal)

 Weaknesses (internal)

 Opportunities (external)

 Threats (external)

 Using your OT, consider the PO

 Possibilities (Any Opportunities that you have influence over, move to
Possibilities)

 Obstacles (Any Threats that you can have influence over, move to
Obstacles)
DESIGNING YOUR STRATEGIC
PLAN
 A strategy should provide clear and concise answers to the
following
 Where do we compete?

 What unique value do we bring to those markets?

 What resources and capabilities do we utilize to deliver that value?

 How do we sustain our unique value?

DESIGNING YOUR STRATEGIC
PLAN
 In addition to the answering the four questions, a strategy
should
 Be flexible
 Intended, emergent, and realized strategy
 Address critical issues
 Address issues that are within your control
 Be in line with vision, mission and goals
 Misalignment, mission creep or strategic drift
 Be modeled around best practices
 Encourage innovation and creativity
 Be appropriately timed
WRITING UP YOUR PLAN

 Use only one or two people as writers for a consistent voice

 Circulate draft broadly for review and comment

 Establish a firm deadline for feedback
 Seek feedback from stakeholders and leadership
IMPLEMENTATION

• Communicate the strategic plan

• Influence achievement of needed changes as quickly as possible;
“quick wins”
• Keep strategic priorities up front
• Build & maintain a sense of high urgency
• Show your enthusiasm for the plan
• Sell the benefits
• Maintain a constant two-way information exchange
• Widely and frequently praise significant accomplishments and those
responsible for them
• Own up to your failures, focusing on lessons learned
IMPLEMENTATION FAILURE

 Lack of participation

 Lack of communication

 Poorly thought-out strategy

 Failure to hold people accountable

 Picking the wrong people for the tasks

EXECUTION

“Vision without execution is hallucination.”

 Thomas Edison

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THANK YOU