Strategic Planning

Every person in your organization should know your Goals and have a clear understanding of how he or she supports your Goals.

Understand

A ____ should be a snapshot of the future.

Vision Statement

A statement of an ideal state of being or existence in the future that is inspiring and empowering. Creates a context for process of planning a future for the organization. Grounded in reality or organization's present situation. Create some problems for the organization. Invite and inspire people to want it. Status quo is not a viable alternative.

Vision

Quiz your workers. If they don't know, find out why and fix it. Get out in your organization and talk to your people, utilize FRLD-Individual Consideration and Intellectual Stimulation. Re-emphasize your Vision and Goals at the next Commander's calls or other available venues

Walk-around

Make sure you make all of this visible through the use of a Strategy Map or BSC tailored to your unit. Remember metrics are powerful motivators. Build a culture of innovators who can spot problems and work to eliminate them

Visibility

Used to brainstorm strengths and weaknesses from an internal standpoint

SWOT analysis

Assign accountability to where the work gets done. Accountability for accomplishment is the backbone of SA&D....it must be clear and unambiguous.

Accountability

Make sure your Priorities are aligned with higher level Priorities.

Align

Is the translation of the vision into measurable results. It involves a clear set of strategic objectives and vision translated into day-to-day action and creates an environment for innovation by the process of gap analysis and continuous improvement. It is achieved through cascading strategy from the top down. The communication link.

Alignment

Knowledge, skills and currency are all important. Use your personal training programs to provide employees with skills required to execute the strategy.

Train

Identify performance gaps and opportunities. Rate current performance against last year's plan (if available). Look into the performance of critical processes, are any missing the mark? Is morale up or down? Is training and development working or is it even happening at all?

Assess

SA & D strategy map

Assess, Priorities End State Goals, Objectives, Metrics, Tasks, Balanced Score Card

Many businesses utilize a ____ to communicate and measure the execution of their strategy. It is a strategy management system for establishing and communicating an organization's mission, vision and strategy map to customers, stakeholders and employees, and for aligning day-to-day work to the strategy. It is a more dressed up version of the Strategy Map. Displays measurements, ie: metrics identifying whether or not objectives are being met. Based on Alignment, it is a strategy execution tool, not a creation tool. Should be utilized to align and measure your priorities.

Balanced Score Card (BSC)

The purpose of this strategy is to communicate, align, and validate HQ, NAF, Wing, and intra-Wing strategies. This process develops a strategic "line-of-sight" between Commander's strategic priorities and Airmen's responsibilities & accountabilities. Top down Bottom up

Cascading Process

Communicate the existing culture, the vision and the new culture (end state) you wish everyone to aspire to throughout the organization.

Communicate

Is similar to a "mini vision statement." It connects the dots of where you are today verses where you want to be, as described by your mini vision statement for that particular priority. It helps communicate bounds of each Priority, paints a picture of the outcome, and gives a typical time period of 1 to 3 years. When working through your strategy map it is important to start with the end in mind.

End State

To achieve line of sight alignment, try a "top down, bottoms up approach"; i.e. before locking in your goals, flow them down throughout the organization and ask your unit to do the following: 1) Recommend any needed changes to your goals 2) Develop their own aligning goals.

Flow

Clarify what strategically must be achieved to realize the Priority End State and are quantifiable metrics that let us know if we have successfully accomplished our Priorities.

Goals

A ____ statement is the purpose of the organization or the reason it exists. Best describe the unified mission of the organization. Give reasons for the organization to exist over the next three years and beyond. Indicate how unique/different the organization is from other similar institutions

Mission

Then flow back to the top (Catchball) & negotiate....be flexible and lean forward to incorporate good ideas generated thru this process. You will realize a major dividend in the form of buy-in from your people.

Incorporate

Increase employee buy-in with personal objectives and incentives that align with the strategy, ie: time off, leading the next objective, etc....

Increase

Objective success is measured by ____. Communicates the intent of the objective statement and reflect how the objective will be achieved. Drives behavior. What gets measured gets done.

Metrics

Communicate what strategic action must be accomplished to realize the intent of the Priority (recommend 2 to 3 per Priority Statement). Gives strategic direction on how to execute tasks, initiatives, and process improvements. Inspires and motivates workforce to a higher level of performance and drives significant operational change. Is understandable, executable, relevant, and concise. It is a statement (seven words or less) and starts with an action verb.

Objectives

Identify major strategic focus areas on your watch (3 to 5 Priority Statements). Emphasis is on what strategically needs to change or improve to excel in executing the NAF's/Wing's mission. They should be directed at achieving the target customers' requirements.

Priorities

A component of Strategic Planning that must be valued and understood by SNCOs. The method used to ensure everyone in AF organizations is working effectively towards the same goals identified by senior leadership. Product of annual and strategic performance planning. Aligns the enterprise to achieve the priorities, goals, objectives, metrics, and tasks impacting the entire organization. Ensures alignment throughout the organization.

SA & D

Enables organizations to transform their strategy depending on the changes in their environment. Impacts ability to survive.

Strategic agility

The systematic process of envisioning a desired future, and translating this vision into broadly defined goals or objectives and a sequence of steps to achieve them.

Strategic planning

This is the Science of planning. Is about choices - what we choose to prioritize, our actions in support of our priorities, the order in which we take them, and how we allocate resources against our priorities to support the Nation's Objectives.

Strategy

A ____ is a plan to move an organization from their current state to a more desirable future state. A plan to move towards a desirable future state. Don't overstate current performance.

Strategy Map

Supports the objectives at a level where primes and target completion dates can be established. Provides the tactical direction and process to achieve the Objectives intended results (Recommend 1 to 3 per Objective). Identifies specific actions or steps to be taken within the short-term (12 months or less). Tasks are a concise, simple, and understandable action statement consisting of specific deliverables.

Tasks