The Scope of Enterprise Strategic Planning

Doing strategy planning is about questions and content that are designed to elicit, elaborate, analyze, and agree on:

1. The strategic condition to be changed
2. The enablers of change to be made
3. The schedule of change to be acted
4. The decision to agree to do change
5. The road map of action to follow in implementation
6. The investments and timetable for targeted outcomes
7. The metrics of validation and verification for monitoring and evaluation
8. The governance and management of strategy implementation

Strategy planning provides the platform to bring about transparent and participated identification, description, validation, verification, and improvement of shared information on the mandate, key result areas, and critical success factors.

It brings about active engagement that levels up the indicators of performance in improving the performance baseline within the prescribed timeline of execution and realization.

1. What to maintain
2. What to prevent
3. What to exploit
4. What to eliminate

Doing strategic planning is about awareness, analysis, directive, and action of planned change to be funded relative to the organization and agency wanted and agreed on state of performance;

1. Financial and Social Returns to create
2. Product and Market to serve
3. Function and Process to excel
4. Competency and Technology to develop

Clear imagination of the performance requirements connects well “decision and work” of the agency to agreed strategy results, schedule, accountability, responsibility, expertise, and work.  A strategy plan brings the visualization of the performance model of something to be improved. It communicates the strategic outcomes to manage, problems to prioritize and funded, and solutions to consider for change and differentiation.

Critical Assumptions in the Strategy Planning Process

1. Strategic conditions get articulated when data are completely displayed to be usable by design.
2. Strategic direction gets real when the results are clearly specified to be measured by design.
3. A strategic objective gets implementable when the activities are definitively enabled to be actionable by design.
4. A strategic solution gets develop when plans are visually agreed to be responsive by design.

Critical Tasks in Strategy Planning

Strategy Review begins the doing of strategic planning.

It begins with meeting the agency people called “accountable and responsible” of both core and non-core functions to establish shared, clear, brief, definitive, and actionable lists of mandated results based on laws, policies, agreements and rules that justify the cause to being of the agency’s authority, accountability, responsibilities, organization and funds.

The Strategy Objectives are identified based on what actions are required to bring about

1. the mandated results considering the value chains and supply chains of performance, rules and regulations prescriptions, and incumbent political leadership national development agenda on which the agency finds itself.
2. With a clear view of the mandated results and strategic objectives, the agency Vision, a state of being for a particular time horizon of performance is elicited, elaborated, visualized, affirmed, and shared.
3. The strategic goals are the ends that specify the realization of a clearly visualized and agreed vision. Goals are elicited, analyzed, prioritized, and agreed upon based on what to achieve, what to preserve, what to eliminate and what to prevent to reach the vision.
4. The strategic risks are defined by identifying the “what if”…and then.
5. The documentation of the Strategic Action Plan communicates the activities by order of priority, executable tasks, resources or enabler requirements, work and resource schedule, cost and budget to complete the activity, measurable indicators, means of validation and verification of completion, and the R.A.C.I metrics – responsible, accountable, consulted and informed.

Questions and Content of Strategy Planning

Part 1: STRATEGY PERFORMANCE REVIEW
Establish the strategy baseline through a performance review of the business units. They identify what has been accomplished, ongoing, not done in accordance to already agreed goals, objectives, success indicators, schedule and budget.

PART 2: STRATEGIC CONDITION
Using the presented strategy performance baseline, we identify the SWOT conditions of improvement and change. Performance Area Strength Weakness Opportunity Threats

PART 3: STRATEGIC DIRECTIVES
The strategic directives are what the strategy level, tactical level, and operational level of governance and management articulate in terms of mandated results, time-frame of performance, the baseline and risks, the vision for the changed state, the goals to reach, the objectives to deliver, activities to perform, the enabler and resources to invest, the indicator to measure accomplish and the program and projects to implement strategic objectives.

PART 4: STRATEGY ACTION PLAN
The Strategic Action Plan is the identification of prioritized goals (based on constraints and urgency consideration), the objectives and activities, the phasing and timetable of delivery, the resource (goods and services) requirements and budget to execute objectives, the role and responsibility matrix, and delivered artifacts of results.

Doing Process and Competency Review

Continual  improvement of service and performance is about “decision and work” owning the mindset, attitude, and skills that synchronize strategy to process, process to capabilities, and capabilities to metrics.

The business process and competency review for continual service improvement is a means to ensure clarity, purposiveness, fitness, and capability of procedures and people in enabling quality of performance in the delivery and support of mandated function in achieving the intended results of customer, organization, and society.  It provides the framework of “meaning and value”, and the method of documentation, analysis, communication and agreement on “what-it-is” and “what to-be” for the mandated state of effectiveness, efficiency, and accountability as referenced and expected for the acquired and developed process and competency of the organization or agency to deliver and support service strategy and outcomes.

The continual service improvement of an organization or agency requires fitness and alignment of process, knowledge, skills, and attitudes to the agreed service policy, strategy, and outcomes.  It means clear identification, description, diagramming and analysis of process stakeholders, policy,  component, capability, capacity, relationship, technology and funds. The process and competency elaboration assures coverage of appropriate enablers such as mandate, standards, leadership, expertise, resources, suppliers, customers, and technology to support the objectives of process implementation.

The business process review requires open and shared essential knowledge, skills, and attitudes to address common questions and content requirements of process definition, modeling, analysis, implementation, monitoring and evaluation.

Doing business process review is preempted by the availability of shared and agreed-on standard-based thinking tools to enable “informed decision and work” for the stakeholders who are to participate in elicitation, elaboration, visualization, analysis, agreement, and communication of effective, efficient, and accountable process and its competency requirements.  It includes the methodology to view the alignment of organization or agency business processes and to its intention, regulations, organization, and enabling competencies.

The activities of doing business process review are designed for the stakeholders to realize the following specification of objectives:

1. Elicit, analyze, and agree on the knowledge, skills, and behavioral requirements of business process management.
2. Define the agency performance scorecard and the underlying organization, process, and competencies that are linked together to achieve the mission, vision, and outcomes of performance.
3. Demonstrate the use of business process management tools to capture, store, visualize, analyze, and communicate business process data and generate information for solutions and decisions.
4. Define, map, and analyze clearly the critical processes of defined performance requirements.
5. Specify the matrix of accountability, responsibility, expertise, and work to insure the effective, efficient, and accountable execution of processes critical to the delivery of the agency’s major final output.
6. Create the assessment guidance to perform the validation and verification of process  quality compliance and value creation.

The business process and competency review present documentation, analysis and agreement on the following questions and content of “informed decision and work.”

A. Performance Mandate

1. Legal, Regulatory and Policy Compliance
2. Governance and Management
3. Function and Key Result Areas
4. Performance Charters
5. Service Level Agreement

B. Performance Scorecard

1. Value to Create
2. Customer to Satisfy
3. Process to Excel
4. Competency to Grow
5. Technology to Develop

C. Performance Standards

1. Regulatory, Policy and Audit Compliance
2. Specific Industry or Business Standards
3. Professional Body of Knowledge and Standards
4. Agreements and Service Contracts
5. Enterprise Architecture

D. Process Model

1. Function Key Result Areas and Core Processes
2. Process Objectives and Components
3. Process Work Breakdown Structure
4. Process Map and Swim Lane
5. Process Effectiveness, Efficiency and Accountability Analysis

E. Competency Model

1. Process Goal, Roles and Responsibilities Matrix
2. Process Roles and Knowledge, Skills, Attitudes and Other Personal Attributes Matrix
3. Competency Level Assessment and Training Needs Identification
4. Learning Model for Competency Building