Planning 2

PLANNING
Definition
Process of making decisions in the present to

bring about an outcome in the future
Deciding in advance what is to be done and

how it is to be done
What = objectives
How = methods and procedures
Primacy of Planning
Necessary for deciding
Structure of the organization

Ideal organizational outcomes
Kind of people needed and when
Type of leadership that will be most effective
Standards needed for effective control measures
Developing guidelines for making decisions

about intended actions
JFAGCAOILI - UST CRS
Strategic Planning
Pursues large scale, long term planning (5 yrs)

Tries to create a more desirable future results
by: a. Influencing the outside world
b. Adapting current programs & actions
so as to have more favorable outcomes in the
external environment
Provide overall direction to the strategic
management of a company
Questions to drive strat plan
Key Question
Sources of answers or
actions to get answers
What is important?
Core values & motives,

philosophical & mission
statements
What is the ideal

goal?
Vision statement
What is the real

world like?
Environmental assessment to
inform & validate mission &
vision statements
Key Question
Are adjustments
needed?
Update vision & mission

statements
What direction(s)
to pursue?
SWOT analysis; match goals

& resources
What must be
done?
Formulate strategies
Key Question
How do we get it
done?
Implement strategies
How do we know
how we are doing?
Monitor, do gap analysis,

interpret
How do we
improve?
Determine what has & has not

worked; improve strategies
Whats next?
Do it all again (because

environments are dynamic)
Analysis of Opportunities
Evaluation of present conditions

Situational analysis
Take a preliminary look at possible future

opportunities
Know where we stand in the light of our strengths
and weaknesses
Understand what problems we wish to solve and
why
Know what we expect to gain
SWOT Analysis
A conceptual framework for a systematic

analysis that facilitates matching the external
Threats and Opportunities with the internal
Weaknesses and Strengths of the
organization
Involves monitoring the marketing
environment internal & external to the
organization
SWOT Analysis
Should start with defining a desired end

state or objective
Enables the planners to see if the objectives
are attainable
If attainable, SWOTs are used as inputs to
the creative generation of possible strategies
10
SWOT Analysis
External environment
Focus on macroeconomic matters, socialcultural

changes, political, legal, geographic, demographic
& technological factors
Be alert for changes in the marketplace
Determine the competitive situation of the firm
Find out what the customer wants
11
SWOT Analysis
External environment
Main external environments that affect business:
Social population , demograohics

Political health & safety regulations
Economic interest rates
Cultural organizations way of doing things
Technological computer networks
Aesthetic organizational & facility images
Consumers those with need for services
Legal possible risks
Environmental impact on nature
Sector - accreditation
12
SWOT Analysis
Internal environment
Available resources
Human, capital, physical plant
Organizational structure and operations

Company image & marketing techniques used
Customer relations
Products and services
13
SWOT Analysis
STRENGTHS
A resource advantage relative to competitors and

the needs of markets a firm serves or expects to
serve
A distinctive competence when it gives the firm a
competitive advantage in the marketplace
Arise from resources & competencies available to
the firm
Should be from both internal and external
customers
14
SWOT Analysis
Weaknesses
A limitation or a deficiency in one or more

resources or competencies relative to competitors
that impedes a firms effective performance
Should be determined from the points of view of
the organization itself and from the customers
Must be acknowledged so that it can be handled
effectively
15
SWOT Analysis
Opportunities
A major situation in a firms environment

Changes in technology, government policy, social
patterns
Identification of previously overlooked market
segment, improved buyer or supplier relationships
16
SWOT Analysis
Threats
A major unfavorable situation in a firms

environment
Key impediments to the firms current or desired
position
Entrance of new competitors, increased
bargaining power of key buyers or suppliers,
technological changes, new or revised regulations
17
Internal Analysis
STRENGTHS & WEAKNESSES
COMPONENTS:
P People
R reputation
I Intellectual property
M Market information
E - Ethos
18
F finance
A Agility / Physical Structure
C Collaborators
T - talents
19
EXTERNAL ENVIRONMENT
OPPORTUNITIES & THREATS
COMPONENTS:
I - Innovations
C Competitors
E Economic factors
D Demographics
R Regulatory Environment
20
I Infrastructure
P Partners
S Social trends
21
SWOT Analysis
Internal
STRENGTHS
WEAKNESSES
OPPORTUNITIES
SO strategy
(maxi maxi)
WO strategy
(mini maxi)
THREATS
ST strategy
(maxi mini)
WT strategy
(mini mini)
External
22
SWOT Analysis
Intended to summarize a strategic situation

with a view of deciding what the organization
should do next
Aims to differentiate factors from being good
or bad for the companys performance
Where to find information
Company business reports, annual reviews,

published performance data on financial
resources, marketing & operations, current
suppliers & key stakeholder groups
23
Planning methodologies
STP process
Situation evaluate the current situation & how it

came about
Target define goals or objectives (ideal state)
Path map a possible route to the goals
24
Planning methodologies
Draw see think - plan approach
Draw what is the ideal image

See what is todays situation? What is the gap
from ideal and why?
Think what specific actions must be taken to
close the gap?
Plan what resources are required to execute
activities
25
Basic Terms
Goals
Goals are specific accomplishments that
must be accomplished in total, or in some
combination, in order to achieve some
larger, overall result preferred from the
system, for example, the mission of an
organization.
goals are outputs from the system.
26
Basic Terms
Strategies or Activities
These are the methods or processes
required in total, or in some combination, to
achieve the goals.
strategies are processes in the system
27
Basic Terms
Objectives
Objectives are specific accomplishments
that must be accomplished in total, or in
some combination, to achieve the goals in
the plan.
Objectives are usually "milestones" along
the way when implementing the strategies.
28
Basic Terms
Tasks
Particularly in small organizations, people are
assigned various duties required to
implement the plan.
If the scope of the plan is very small, tasks
and activities are often essentially the same.
29
Basic Terms
Resources (and Budgets)

Resources include the people, materials,
technologies, money, etc., required to
implement the strategies or processes.
The costs of these resources are often
depicted in the form of a budget.
resources are input to the system
30
Typical Phases In Planning
1. Reference Overall Singular Purpose or

Desired Result from System
"Mission
2. Take Stock Outside and Inside the

System
Environmental Scan. This scan usually involves

considering various driving forces, or major
influences, that might effect the organization.
31
3. Analyze the Situation
conduct a "SWOT analysis"

"measure" the health of systems
4. Establish Goals
establish a set of goals that build on strengths to

take advantage of opportunities, while building up
weaknesses and warding off threats.
32
5. Options Evaluation
Develop premises
Assumptions about the future & known conditions in

which the plan is to be carried out and how these
conditions will affect the operation of plans
Consider costs and risks
33
6. Strategy Development
Select a course of action or overall

strategy
Establish Strategies to Reach Goals
methods chosen to reach the goals depend on matters

of affordability, practicality and efficiency.
Establish Objectives Along the Way to

Achieving Goals
Must be timely and indicative of progress toward

goals.
34
7. Numberize plans
Associate Responsibilities and Time Lines

With Each Objective
process of determining who will do what, when, where,

how and why, and at what cost.
Responsibilities are assigned
Deadlines are set for meeting each responsibility
Set BUDGET
8. Write and Communicate a Plan

Document
35
Environmental Analysis Tools
Trend Identification and Extrapolation
Plotting environmental data then anticipating the

next occurrence
Must be supported by financial or statistical data

Environmental issues are ill structured & conjectural
36
Environmental Analysis Tools
Solicitation of expert opinion
Delphi technique
Development, evaluation & synthesis of individual points of
view through systematic solicitation & collation of individual
judgments
Nominal group technique, brain storming, focus groups
Dialectic inquiry
Development, evaluation & synthesis of conflicting points of

view (environmental issues) through separate formulation &
refinement of each point of view
Stakeholder analysis
37
Analyzing the Internal

Environment
Preservice
Point of
service
After - service
Organizational Culture
Organizational Structure
Strategic resources
38
Competitive Advantage
1. identify strengths & weaknesses
Service delivery
Organizational culture
Organizational structure
Strategic resources
2. classify strengths & weaknesses
Resources human & nonhuman; tangible & intangible

Competencies collective knowledge & skills
Capabilities ability to deploy resources & competencies
39
Competitive Advantage
3. evaluate competitive relevance
Competitively relevant strengths & weaknesses

Value to customers
Rareness of RCC
Inimitability duplicability of RCC
Sustainability maintenance over time
4. focus on competitive advantage

40
Strategic implications of
competitively relevant strengths
Competitively relevant
strength
Competency patient
oriented providers
Basis of competitive
advantage
Uniqueness driver
Strategic implication
Relatively few health

care orgs treat
patients as customers
Capability rewards
Cost driver
based on performance
Pay for performance

improves productivity
Resources state of
the art medical
equipment
High technology can

contribute to improved
medical care
Cost driver
41
Clarification of objectives
Specify expected results and indicate

endpoints of what is to be done
Give direction to major plans
Participants in goal setting
Top down approach

Bottom up approach
Size of organization
Organizational culture
Preferred leadership style of executive
Urgency of the plan
42
Guidelines
Comprehensive, progressive, flexible

Verifiable, made for formal accountability
Indicate quality & projected cost
Promote professional & personal growth &
development
Individual & departmental obj must blend with
org obj
43
Directional strategies
Guide strategists when they make key

organizational decisions
VISION
Organizations
hope for the future
MISSION
Organizations distinctiveness
& stakeholders expectations
Service
category
critical
success
factors
Mission
critical
activities
Strategic
goals
Unit
objectives
VALUES
uncompromised principles of
the org
44
Mission: a statement of
distinctiveness
Captures the organizations distinctive

character
A broadly defined but enduring statement of
purpose that distinguishes a health care org
from other orgs of its type & identifies the
scope of its operations in product, service &
market terms
45
The mission of Cleveland Clinic Foundation

is to provide compassionate health care of
the highest quality in a setting of education &
research
Mayo Clinic will provide the best care to

every patient through integrated clinical
practice, education & research
46
Writing a mission statement
Target customers & clients

Principal services delivered
Geographical domain of the services
delivered
Specific values
Explicit philosophy
Other important aspects of distinctiveness
47
Vision : hope for the future
A description of what the org will be like and

look like when it is fulfilling its purpose
Attributes: idealism, uniqueness, future
orientation, imagery
Communicates what the org could be if
everyone worked hard to realize its potentials
statement of destination
48
The vision of Childrens Health System is a

better childhood for all children. We envision
a childhood where all children have access to
healthcare, live in safe neighborhoods, grow
up in economically stable families & attend
functional schools within communities that
value each child as a unique human being
49
Writing a vision statement
Clear hope for the future

Challenging & about excellence
Inspirational & emotional
Empower employees first
Memorable & provides guidance
50
Values as guiding principles
Fundamental principles that (together with

mission) make the org unique
Relate to ethical behavior & socially
responsible decision making
Values of Ascension Health
Service to the poor generosity of spirit

Reverence respect for the dignity & diversity of life
Wisdom integrating excellence & stewardship
Creativity courageous innovation
51
Mission critical activities

Service category success
factors (KPI)
Mission critical activities

(KRA)
Ability to serve entire market
Complete range of rehabilitation

services including PT, OT & ST
and rehabilitation products like
splints, orthosis& prosthesis
Ability to replicate services in other By the end of 2011, Star Rehab

geographical markets
Services will have clinics in at
least 1major hospital in each
geographical region of the country
52
STRATEGIC GOALS
Major objectives
Reflect what is of greatest significance for the

current & future direction of the org
The OT Dept of the Star Rehab Services will be

recognized as a premier hand rehabilitation center,
specializing in post-traumatic injuries & staffed by
therapists who are board-certified hand rehab
specialists
53
Action plan
Contains strategies & activities for achieving

objectives
Competitive strategy
Action oriented
1. Renovate existing space to accommodate a hand

rehab center
2. Recruit therapists with expertise in hand rehab
3. Develop & implement a staff devt program in hand
rehab
54
Resources needed
Procedure for monitoring performance
Survey
Status report
Evaluation system
Annual review
55

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Planning 2

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PLANNING

Process of making decisions in the present to

Deciding in advance what is to be done and

Necessary for deciding

Structure of the organization

Developing guidelines for making decisions

Pursues large scale, long term planning (5 yrs)

Questions to drive strat plan

Core values & motives,

What is the ideal

What is the real

JFAGCAOILI - UST CRS

Questions to drive strat plan

Update vision & mission

SWOT analysis; match goals

JFAGCAOILI - UST CRS

Questions to drive strat plan

Monitor, do gap analysis,

Determine what has & has not

Do it all again (because

JFAGCAOILI - UST CRS

Evaluation of present conditions

Take a preliminary look at possible future

A conceptual framework for a systematic

Should start with defining a desired end

JFAGCAOILI - UST CRS

Focus on macroeconomic matters, socialcultural

JFAGCAOILI - UST CRS

Main external environments that affect business:

Social population , demograohics

Human, capital, physical plant

Organizational structure and operations

JFAGCAOILI - UST CRS

A resource advantage relative to competitors and

A limitation or a deficiency in one or more

JFAGCAOILI - UST CRS

A major situation in a firms environment

JFAGCAOILI - UST CRS

A major unfavorable situation in a firms

JFAGCAOILI - UST CRS

JFAGCAOILI - UST CRS

JFAGCAOILI - UST CRS

JFAGCAOILI - UST CRS

JFAGCAOILI - UST CRS

JFAGCAOILI - UST CRS

Intended to summarize a strategic situation

Company business reports, annual reviews,

Situation evaluate the current situation & how it

JFAGCAOILI - UST CRS

Draw see think - plan approach

Draw what is the ideal image

JFAGCAOILI - UST CRS

JFAGCAOILI - UST CRS

JFAGCAOILI - UST CRS

JFAGCAOILI - UST CRS

Resources (and Budgets)

JFAGCAOILI - UST CRS

Typical Phases In Planning

1. Reference Overall Singular Purpose or

2. Take Stock Outside and Inside the

Environmental Scan. This scan usually involves

Typical Phases In Planning

3. Analyze the Situation

conduct a "SWOT analysis"