Nonprofit Performance 360 Magazine Vol 3 No 2

complishing it. Without these steps, the plan is merely aspiration or left to indi- vidual discretion, and is generally futile. 5. Strategy implementation is more about commitment than correctness. An excel- lent strategy with adequate implemen- tation will always lose to an adequate strategy with excellent implementation. However, the adequate plan must have deep personal and organizational com- mitment for truly excellent implementa- tion. With that commitment, organiza- tional momentum will easily overcome minor strategic imperfections. 6. Change will occur, either by chance or de- sign. It is never the case that everything runs smoothly. Strategy is the deliberate attempt to evolve and be opportunistic. In a dynamic environment, management of change is the central purpose of strategic planning. The Focus Strategic Framework and Grand Strategy With this framework, the organization can capture its collective thinking. It is usually best to build this with input from various components of the organization and have a facilitator to drive the process. The organization identifies its vision, values, and purposes, its mission grand strategy, its strategic excellence positions, and its long-term objectives, strategies, and action plans. This process clearly establishes the link between the vision and mission, and the strategies and actions required to carry them through. It allows the organization to evaluate progress against objectives, assess impacts of changes in the environment, and respond without recreating the plan. It keeps decisions focused within the concept of the mission and strategic goals, and serves as the focal point for communication about, and Vision of the Future: A clear and compelling vision of where we want to be, defining what success will look like. Focuses on outcomes and impacts the overall direction. Core Values: The shared beliefs that will drive our conduct. Those things we hold inviolate which will build competency around execution of values. Purposes: The principal reasons we exist. management of, the firm. Brief Definitions of the Focus Framework Components

Mission: The central concept for which we serve constituencies. Should define the key outcomes, impacts or benefits of our services. Grand Strategy: The basic compelling things that our organization will do better than anyone else. The uncontested value we will create. Strategic Excellence Positions: Our distinctive capabilities with high value to our market segment and delivery of our grand strategy. Areas or things at which we must excel to achieve strategic advantage and create value for our customer. Underlying Capabilities/Competencies/Core Processes: Capabilities required for excellence. Competencies our people must have to excel. Core processes required to run our organization effectively and renew strategies as the market and results unfold. Long-term Objectives: Longer-term targets (generally 12-60 months) or measurements that will show our progress toward the mission and vision. Short-term Strategies/Goals/Actions: Short- term objectives or targets, plans of action and resources to achieve business and cultural objectives, supported by specific tasks and resources (money and people), and defined in terms of milestone completion dates. The Phased Growth Plan This is another key tool in great strategic management. It maps the phases of growth and is updated periodically, usually quarterly. The following parameters are determined for each period: • Objectives Impact: What are the measurable outcomes? • Strategic Focus: What is our focused strategy? • Offerings/Development: What is our brand offering/ promise and its migration over time? • Channel Partners/Alliances: What alliances will help us get to market/ manufacturing? • Operations/Organization: What are our underlying capabilities and competencies? • Revenues: What base revenues do we expect? • Capital: What are our estimated capital requirements?

Strategic Management of Rolling Horizons

The Focus Strategic Framework and the Phased Growth Plan should be reviewed and updated quarterly. With short weekly meetings and monthly review of basic objectives, the heart of great strategy is the quarterly meeting which we break into two parts, the rearview mirror and the windshield. Organizations that spend most of their focus on the windshield, or what is out in front of us, make the greatest gains in their evolution. Here is a sample agenda. Rearview Mirror - What has happened and why? • Patterns among those we serve, impact measurements • Progress against target objectives • Favorable and unfavorable trends, external factors • Evaluation of long-range goals and objectives • Significant accomplishments/celebrations Windshield - What is changing? • Cost structure and revenue trends • Opportunities to generate revenues • Operational trends and impacts • Changes in the industry/technology/ regulations • Competition/market changes • Add detail quarter to 12-month rolling financials • Add high-level quarter to 36-month financial horizon • Strategic Framework and Phased Growth Plan changes Ed Bogle is a Strategic Planning Consultant working closely with entrepreneurs and nonprofits to develop innovative solutions in market-seizing strategy and revenue production, implementation and brand execution. Ed has more than 35 years of strategic and marketing consulting experience with several years as senior practice leader in Arthur Young’s (Ernst & Young) Southwest Strategic Management Consulting Practice. He frequently works with nonprofits as a give-back to aid them in positive impact on our society. • Competitive pressures • Client satisfaction levels • Changes and problems

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