Strategic Planning Flashcards

1
Q

Definition

A

Document used by an organization to align its organizational actions and budget structure with organizational properties, missions, and objectives for the next 1 to 5 yrs

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2
Q

Strategic plan can be ___ wide or ___ wide

A

Organizational or Department

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3
Q

Strategic planning forges a link between

A

Planning - to achieve goals
Budgeting - to ensure resources are available
Measuring - to assess progress
Reporting - to present progress

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4
Q

Strategic planning in a nutshell

A

Determines where an organization is heading over a given period of time
Identifies how it is going to get there
Identifies how leaders will know if the organization reached the goals and outcomes

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5
Q

Benefits of strategic planning

A
Provides focus
Prioritizes efforts
Aligns efforts and goals
Review of environment
Enables communication
Guide for implementation of action plans
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6
Q

Elements of a strategic plan

A
Mission statement
Vision statement
Strategic objectives
Strategic goals
Tactical action plans
Outcome measures
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7
Q

Strategic plan vs. Business plan

A

Strategic - clarifies overall purpose and priorities - bigger umbrella

Business - builds on strategic plan, specific and highly detailed info - might just have the goals, action plans, outcome measures

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8
Q

Different views/models

A

Goal based planning
Issue based planning
Organic strategic planning

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9
Q

Different views/models - Goal based planning

A

very similar to what we do with a pt - they tell us what they want to be able to do
Start with goals in mind and work backwards

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10
Q

Different views/models - Issue based planning

A

comes with an organization going through redesign or some external force on it
more hurdle based planning

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11
Q

Different views/models - Organic strategic planning

A

this would be more of just going with the flow - not having a treatment plan at all, just going day by day with how they are feeling
So thinking of it more as just going with the flow

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12
Q

Different views/models - Organic strategic planning - common with who

A

small, new agile, or high paced flexibility (technology based) businesses - more min to min

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13
Q

The process - who is included

A

Owners, representation of employees (include as many as you can), include layers of people (staff, managers, senior leads, and maybe board of director, stock holders)

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14
Q

The process - who is the scope and time frame

A

Need to decide if organization wide or department wide

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15
Q

The process - what resources are needed

A
Management time
Process facilitation
Performance date gathering and analysis
Market data gathering and analysis
Implementation support
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16
Q

5 step process

A

1 Gain input - review M/V/V
2 Internal and external input and analysis
3 Setting goals and identification of direction
4 Action planning and deployment
5 Evaluation of the plan and achievements

17
Q

5 step process - step 1 - who are the sources of input

A
Mission, Values, Vision
SWOT analysis
Performance meas
From organization
From external stakeholders
From industry experts
18
Q

5 step process - mission statement is what

A

Reason for existing
Should encourage commitment
Create innovation and buy-in
Reflect principles, actions, standards

The why we are here
M/V/V are the core

19
Q

5 step process - mission statement should answer what questions

A

What needs does the entity address (purpose)
What does the entity do to address these needs (business)
What principles or beliefs guide the entities work (values)

20
Q

5 step process - vision statement is what

A

Focus on the what of your business
Something to strive to achieve
Inspire members to work to capacity toward desirable future position
Energizes

More futuristic, something to strive for (Just do it)

21
Q

5 step process - what are the values

A

The actions of how we will do it - leadership, integrity…

22
Q

5 step process - step 2 is what

A

Sources of input - SWOT

Analysis of internal and external environment

23
Q

5 step process - step 2 - SWOT is what

A

Strengths
Weaknesses
Opportunities
Threats

And the company/mission in the middle

24
Q

5 step process - step 2 - SWOT- Strengths

A

what is going well, what is working, maybe good financials

25
Q

5 step process - step 2 - SWOT- Weaknesses

A

what is not working well, we have high turnover maybe, missed appointments, high no show rate

26
Q

5 step process - step 2 - SWOT- Opportunities

A

things you want to use your strengths with and strive to get the opportunities - maybe a new line of business

27
Q

5 step process - step 2 - SWOT - threats

A

these are usually things from the environment that are impacting your organization, not usually very controllable - legal

28
Q

5 step process - step 3 is what

A

Identifying a direction

  • Strategic objectives: identified achievable accomplishments (the bid audacious goal)
  • Strategies: identified goals to achieve the accomplishments (SMART goals)
  • Tactics: responsibilities, timeline (action plan)

Take the SWOT and start to build a direction

29
Q

5 step processes - step 4 is what

A

methods of deployment

Able to communicate and execute the plan that was developed

3 ways to implement - Management by objective, Hoshin Kanri, Balanced score card

30
Q

5 step processes - step 4 option 1 - Management by objective

A

Cascading of organizational goals and objectives
Specific objectives for each member
Performance evaluation and provide feedback

Start to paint the picture of what each level is responsible for and how they will be rewarded for doing it

31
Q

5 step processes - step 4 option 1 - Features of Management by objective

A

Motivation
Better communication and coordination
Clarity of goals

32
Q

5 step processes - step 4 option 1 - Features of Management by objective - SMART goals are what

A
Specific
Measurable
Achievable 
Relevant to goal
Time element
33
Q

5 step processes - step 4 option 2 - Hoshin Kanri

A

Not common in health care
Application of Deming’s plan-do-check-act
what is current state, what will we do - check on it, then act –> this is more of a team based approached
Ability to develop some of the action plans more on the fly

34
Q

5 step processes - step 4 option 2 - Hoshin Kanri - purpose of usage

A

Long term strategic planning for systems
Developing shared strategic goals
Continuous organizational improvement
Cascading or deploying top management policies and targets down the hierarchy

35
Q

5 step processes - step 4 option 3 - Balanced score card

A
View from 4 perspectives 
Develop metrics
Collect data
Analyze data to each perspective
Cycle of improvement 
Need a balance of all those

Not one that weight more than the other
There is balance
Idea of this is to keep the 4 components ($, pt, growth of company, quality) all equal and in balance

36
Q

5 step processes - step 5 - plan evaluation

A

Assessment of needs
Based on new inputs or results
Objectives and actions - maintenance, change, growth, termination

Come back and evaluate it - did we meet the goals and do what we needed to do

37
Q

Strategic planning is a tool to improve performance of organization - you need to assess

A

the environment
use the info to set direction
develop action plan
monitor and meas progress