Strategic Reorganization/Planning

 

Strategic Reorganization/Planning, simply put is what determines where an organization is going over the next year or more and outlines how it is going to get there.  Usually, the strategic planning process is organization wide and/or focused on a major function, division, department or component of the organization.  There’s no set way to do strategic planning, the idea is to have a blueprint in place once the planning process has been completed. The same processes involved with strategic planning are the same ones engaged for strategic reorganization.

It really depends on the nature and needs of the organization and its immediate external environment.  If your organization frequently adds or changes it services, strategic reorganization/planning should be carried out frequently.  However, if the organization has been around for many years and is in a fairly stable environment, planning might best be carried out once a year with only certain parts of the planning process updated each year after that.

While we highly recommend the full strategic reorganization/planning process to be conducted at least once every three years, the following planning processes should be considered at one of the following five intervals:

  1. When an organization is just getting started.
  2. When an organization is about to embark upon a new major program or project.
  3. When an organization is preparing for a coming fiscal year and needs to identify goals to be achieved and resources needed.
  4. Yearly, action plans should be updated.
  5. During the implementation of the plan, the progress of the implementation should be reviewed at least on a quarterly basis by the board depending on the rate of change in and around the organization.

mojaevans PPS recognizes five models for strategic reorganization/planning and realizing there is no one perfect model for any organization, we work in partnership to identify the best model to use and integrate it with another model, if appropriate. 

Basic | Issue/Goal | Alignment | Scenario | Organic

  • Basic Model:  This model is typically used by small and busy organizations as well as those new to strategic planning.  It is normally used within the first year of the organization’s existence and carried out by top-level management.  There are five processes involved with this model:
    • Identifying the purpose (i.e. mission statement) of the organization.
    • Selecting the goals the organization would like to reach in order to accomplish its mission.
    • Identifying specific approaches/strategic that must be implemented to reach each goal.
    • Identifying specific action plans to implement each strategy.
    • Monitoring and updating the plan. Back to Top
  • Issue/Goal Based Model:  This model is usually done after an organization has completed the Basic Model identified above.  This is a more comprehensive model and involves more effective types of planning.  There are nine processes involved with this model (an organization may not do all of the following processes):
    • External/Internal Assessment to identify SPOT (strengths, problems, opportunities and threats).
    • Strategic Analysis to identify and prioritize major issues/goals of the organization.
    • Identify major strategies (or programs) to address issues and goals.
    • Design and/or update vision, mission and values of organization (some organizations choose to do this first in the planning process).
    • Establish action plans (objectives, resources needed, roles and responsibilities for implementation).
    • Record issues, goals, strategies/programs, updated mission and vision, as well as action plans to form a Strategic Plan document and attach the SPOT Analysis and other information extracted from planning process.
    • Develop an Annual Operating Plan (based on the first year and beyond).
    • Develop an Annual Budget and identify funds needed for year one and beyond.
    • Develop plan for how Strategic Plan will be monitored, reviewed, evaluated and updated. Back to Top
  • Alignment Model:  This model is to ensure strong alignment between the organization’s mission and its resources to effectively operate the organization.  It is useful for those organizations that need to fine-tine their Strategic Plan or find out why strategies already identified are not working.  An organization may choose this model if it is experiencing a large number of internal issues around efficiency.  There are four processes involved with this model:
    • The Strategic Planning group outlines the organization’s mission, vision, programs, resources and support needed.
    • An assessment is done of what is working well and what needs adjusting.
    • An assessment is done on how the adjustments can and/or should be made.
    • The adjustments are included as strategies in the already existing strategic plan. Back to Top
  • Scenario Model:  This model may be used in conjunction with other models to ensure that planners truly undergo the strategic thinking involved with strategic planning.  Moreover, this model may be useful, particularly in identifying strategic issues and goals.  There are five processes involved with this model:
    • Brainstorm external forces and imagine related changes which might influence the organization (i.e. changes in rules and policies, demographics, target population, funding streams, etc.). 
    • For each change identified, discuss three (nest case, reasonable case and worst case) scenarios which might develop for the organization as a result of the change.  Reviewing the worst case scenarios often provokes strong motivation to change the organization’s structure and dynamics.
    • Suggest what the organization might do and/or identify potential strategies based on each scenario.
    • Detect common considerations or strategies needed to address and respond to potential external changes.
    • Select the most likely external changes to effect the organization (i.e. within the next one to three years) and identify the most reasonable strategies the organization can take on to respond to the change. Back to Top
  • Organic Model:  Based on traditional strategic planning processes, they are considered to be “mechanistic” or “linear” (i.e. general to specific or cause-and-effect in nature).  This model is similar to the development of an organism (i.e. organic) self-organizing process and requires continual reference to common values, a dialogue around these values and continuing sharing reflections around current processes.  There are seven steps involved with this model:
    • Clarify and articulate the organization’s cultural values by using dialogue and story-boarding techniques.
    • Articulate the group’s vision for the organization by using dialogue and story-boarding techniques.
    • On a quarterly basis, dialogue about what processes are needed to arrive at the vision and what the group needs to do now about those processes.
    • Constantly remind group and others that this type of planning is never really “over with” and that the group needs to learn to conduct its own value clarifications, have continual dialogues and reflections as well as process updates.
    • Patience is needed to implement this model.
    • The focus in more on learning and less on methodology.
    • The group is asked to reflect on how the organization will portray its strategic plans to stakeholders (i.e. those who typically expect the mechanistic or linear platforms).  Back to Top

For more information on having us facilitate and/or plan a strategic planning session for your organization, please call 888-458-2735 or email strategicplanning@mppsllc.com.  Our goal is to work in partnership with you to develop a Strategic Plan that works best for the future of your organization and needs.