Creating a Strategic Model
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This document outlines a strategic model for organizations developed by Tim Buividas, emphasizing the importance of mission, vision, values, and culture in guiding organizational philosophy. It presents an integrated framework for strategic planning and performance management, including key accountability areas and organizational approaches such as management by objectives and continuous improvement. Additionally, it highlights the significance of aligning strategic objectives with the organization’s core values to ensure effective implementation and change management.
Creating a Strategic Model
- 1. Creating a Strategic Model Brought to you by Tim Buividas, Ed.D., The Corporate Learning Institute www.corplearning.com
- 2. Topics to be Covered Strategic Framework External Analysis Internal Analysis Organizational Philosophy Mission Vision Values Culture Key Accountability Areas Performance Management System Strategic Objectives Organizational Approaches Operational Plans Functional/Divisional Goals, Unit/Team Goals, and Individual Goals Continuous Improvement
- 3. Integrated Strategic Framework Overall strategic model, approach or plan that an organization adopts for its strategic planning use. Presents an Integrated Strategic Framework for use in strategic planning and change management. Presented in the figure below and its components are described throughout the rest of the paper.
- 5. Organizational Philosophy The purpose, future direction, and way of life of an organization. Composed of the organization’s Mission, Vision, Values and Culture. Guiding force for all work activities.
- 6. Org. Philosophy - Mission A mission is a statement that specifies an organization’s purpose or “reason for being.” It is the primary objective toward which the organization’s plans and programs should be aimed. A mission is something to be accomplished, while a vision is something to be pursued. (Abrahams, 1999) The mission of an organization does not change. If it were to change, the core purpose of the organization would be different; this would in essence create a new organization. At the core of a mission, an organization must consider it core disciple. Tracy and Wiersema suggest that at its core organizations need to focus on at least one of the following three disciplines.
- 7. Org. Philosophy - Mission 'Value Discipline' 1) operational excellence 2) product leadership 3) customer intimacy Basic Philosophy Examples -customer proposition is simple: low or lowest -Wal-Mart, McDonalds price and hassle-free service -offer products that push performance boundaries -delivering what specific customers want -Intel, Nike, 3 M -Airborne Express, Nordstrom
- 8. Org. Philosophy - Vision Concise word picture of the organization at some future time. Sets the overall direction of the organization. It is what the organization strives to be. The “picture” or vision of an organization will change based on the external and internal conditions affecting an organization.
- 9. Org. Philosophy - Values Collective principles and ideals, which guide the thoughts and actions of an individual, or a group of individuals. Define the character of an organization An organization has core values and supportive values. Core values - foundational values, embedded into way of life. (Integrity) Supportive values - values that are important and may change (Humor)
- 10. Org. Philosophy - Culture A common perception held by the organization’s members; a system of shared meaning. Expectations and practices of the organization. Shared philosophy Attitude toward employees Leaders and heroes Rituals and ceremonies Belief about the direction of the organization
- 11. Key Accountability Areas People Improvement Stakeholder Satisfaction Customer Satisfaction Employee Satisfaction Ownership Vendors and Subcontractors Local and Global Communities Satisfaction
- 12. Performance Management System A measurement system that provides results data from a process and people perspective. Contains current measurement, historical data and future targets. Data is collected from strategic objective levels down to the individual performer.
- 13. Strategic Objectives Set forth specific goals that management strives to attain. Can be quantitative or qualitative. Directly link to the Mission, Vision, Values, Culture, and Key Accountability Areas of Focus.
- 14. Organizational Approaches Management by Objectives (MBO) Systems Approach Model Balance Scorecard Model Six Sigma Employee Engagement Change Management Continuum Model Transformational Leadership Total Quality Management Open System’s Planning Model Appreciative Enquiry
- 15. Operating Plans Intended to provide detailed implementation guidance to reach the Organizational Strategies. Can be developed for any time horizon.
- 16. Functional/Divisional Goals, Unit/Team Goals, Individual Goals “What” and “How” or fulfilling Operational Plans. Techniques: smarter goal setting action planning project management
- 17. Continuous Improvement Where the adaptive strategy comes to full force. Where organizational innovation is rooted. Addresses areas of improvement A Project Charter is used as a road map for a particular project.
- 18. Project Charter Overview 1. Project Name 2. Strategic Direction 3. Project Approval 4. Project Sponsor 5. Opportunity Statement 6. Business Case 7. Goal Statement 8. Project Scope 9. Team Selection 10. Project Plan
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