Purpose

The specific purpose of this course is to guide you through the steps in reframing the strategic plan of an organization or a division of a larger organization. It's mainly a "how to" manual, so it doesn't dwell on much theory.

You'll review the main management systems in your organization and improve them. The course should be of positive benefit to your organization and good value for the amount of time it takes you.

It assumes that:

• you don't know very much about program evaluation,
• you're a manager in an organization, doing it as part of your job in a real work position
• you have a fairly good understanding of your organization
• you plan to use evaluation results to propose and instigate improvements
• you can do Internet searches to get further information, and
• you have a tutor and can ask for help.

Most of the program is done in projects. You will probably find it helpful to have an on-job mentor if you don't already have one. If you go through it as part of a course, your tutor may wish to negotiate a learning contract with you so that you have a clear idea of what you are doing, your goals, and a reading list.

The basic approach is in the following stages:

1. What's happening inside your organization? (Internal context)
2. What's happening outside your organization that affects it? (External context)
3. Plan change
4. Implement change
5. Review: How did it go?

The strategic plan is usually the responsibility of the Board and CEO. It is a plan that answers the questions, "What is the purpose of this organization? Where is it going and how will it get there? How could it maintain and improve its competitive position? How can we position it to ensure its long term viability and success?"

The CEO is usually responsible to oversee implementation, to monitor performance to check that it is working, and to report its effectiveness to the Board.

A total strategic plan often comprises:

1. The core purpose statement
2. The business model statement
3. A set of strategic objectives and strategies for the future
4. An approach that will guide implementation
5. The marketing plan
6. Management of strategic risks
7. A financial plan, normally with a budget.

It often also contains analytical statements:

1. The analysis of the internal and external environments
2. The analysis of organizational capability
3. The market placement analysis
4. The value chain analysis.

The training component is the natural product of the defined standard rather than being study for its own sake. It should reflect what you most need to do in your job anyway.

 

Strategic plans and timeframes

Strategic plans are usually written for a period of three to five years, and it often takes up to a year to make the transition to a new set of goals. In some kinds of rapidly changing circumstances, it might be necessary to have a one-year strategic plan. Some large organizations plan up to ten years in advance, especially if dealing with risks in other countries.

But you can't work with a long timeframe if you are doing this as a student. It is sufficient to plan and make changes over a shorter timeframe, as long as the long-term strategic picture is defined and you can show that you are making clear progress toward it.