Reasons to avoid Planning
- It takes timeThinking PaperworkComplacencyManagement in CHAOSAdrenaline addictionNo prospect of improvement Lack of attention to what is importantConformismLet things flowWhy complicate ourselves if all goes well YOISMO and the Power Conflict
Reasons to Plan Yes
- Eliminate / Reduce uncertainty Improve the efficiency of operations Provide a better understanding of the objectives Provide the basis for monitoring and control the work Guarantee of achievement We are all clear Motivation for achievement We are all part of the WHOLE We are all Co-owners of the solution Mutual respect Vision of the Future Life project Guarantee the commitment of all (management of change - communications) Is external help required? (hiring) Define the planning process (monitoring and control) Form planning work tables:
- Agenda (points to be discussed)
- Define the participant's profile
- Select the participants
- Duration of each meeting
- Set the final product of the work table
- Prepare the meeting schedule
Step 2 and 3: Analysis of the Current Situation
Historical
Analyze the five strategic plans above
- Actors involved Objectives (programs - projects) Implemented organizational structures Risks contemplated, which crystallized and how they were mitigated Budget requested and executed Achievements achieved Internal and external impacts (quality, dimensions and depth)
Current situation of the Organization
Budget and finances (loans - expenses - investment - donations)
Strategic situation with respect to Competition (national - international)
Strategic situation with respect to the community and the State
Weather
Organizational
Psychological
- Processes (internal and external) Mission Description of the organizational structure - current
Structure
Features
Charges
Job profile: attitudes, skills, abilities, knowledge, experience
Number of positions (by specialty and functional area)
- Occupied vacancies
Salary level, offices, teams
- Analyze the Environment
Political
- CommunityStatusTechnicalTechnologyCompetence (national - international)
Resource Inventory (useful life)
- EquipmentToolsVehiclesUniforms
External context: analysis of opportunities and threats
- Community and Country Needs Social Responsibility Competition (national - international)
Internal diagnosis: strengths and weaknesses of the institution based on the current situation of the Organization
Critical issues for the future: strategic priorities
- Transition to Socialism of the XXI Century Geopolitical Fabric (Company - Country - World) The Technological World Technological Independence Alliances: Company - University - Community
Desired situation
Magnitude, impact and depth of the Change
Step 4: The Strategy
Identify and evaluate alternatives
- Challenges and critical issues (geopolitics (company - community - State), social, technology, personnel, finances) Budget and Finance (loans - expenses - investment - donations) Analysis of competencies, skills, future knowledge Future organization
Design of a new organizational structure
- Structure Functions Charges
Job profile: attitudes, skills, abilities, knowledge, experience
Salary level, offices, teams
- Current and future processes (internal and external) Risks (current and future) Contingency (global - Company and specific for each organizational unit) The Gap (problem to be solved) Possible Scenarios
Select action plan (tactical definitions)
Strategic Actions of Change
- Optimization of the Current Situation Investment Strategic Alliances (Companies - Universities - Community)
To establish objectives
- Objectives Programs (projects)
Establish expected results
Operative plan
Monitoring and Control
Build the vision
Step 5: Make the Plan
- Establish and agree on a format for the presentation of the plan (request approval) Prepare the first draft Correct and adjust the plan Submit it for consideration by the authorities Approval Distribution
Step 6: Prepare the Plan - Content of the Plan
- The Index and Introduction: the Why? Theoretical Framework The Management Model and its evaluation The mission Participants (contributions and responsibilities) Analysis of the environment: threats and opportunities Internal diagnosis: strengths and weaknesses Social Responsibility Strategic priorities Strategic Alliances (Companies - Universities - Community) Budget and Finance (loans - expenses - investment - donations) Processes (internal and external) New Organizational Structure The global line of action and the strategies broken down by area, in the functional scope, by services and / or products The vision of the future The budget and staff plan (paid staff, volunteers, retirees and survivors, new income) Action plans: execution,monitoring and control and contingency for each of the functional areas Risks (how to mitigate them) Contingency Plan (global - Company and punctual for each organizational unit) Contributions in favor of Technological Independence
Step 7: Execution of the Plan
- Internal communication and socialization (change management - communications) Participation of everyone Implementation of the Strategic Plan Monitoring and control of plans Processes and their interrelations (internal and external to the organization) Direction and Management by objectives Change Management Satisfaction climate (employee - community - State) Analysis, evaluation and correction of the plans Feedback Updating of statistics and historical data (plan versus execution, updating of the "knowledge bank" logbook) Start over…
