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<span class="big1"><font color="#33728A">GETTING STARTED</font></span><br>
<span class="regis2">An Introduction To The Strategic Planning
Process</span> <br>
<br>


<span class="regis">
<div align="left">
<img src="/images/ourPress/cover_gs.jpg" hspace="18" align="right">A strategic plan is the organization and
clarification of what the leadership of a group actually intends to do
over a designated period of time in order to secure and distinguish the
group's position in the marketplace and to stimulate appropriate
growth.&nbsp; To be successful the plan must be connected to a strong
implementation process designed to assure that the plan will actually be
used on a day to day basis, and that the planning effort will be
sustained year to year.&nbsp; <BR>
&nbsp;<BR>
Developing and actively following a strategic plan is not a luxury.&nbsp; It often drives the key differentiation between competing
groups.&nbsp; A strategic plan, well developed and well administered, is the great accelerator of success for all organizations of every type.&nbsp;
</div>
<BR>
&nbsp;<A NAME="top"></A></P>
<P><B>These notes include:</B>&nbsp;</P>
<ul><li><B><A HREF="#universal">Universal Results
to be Sought from a First Time Planning Process</A></B></li>
<li><B><A HREF="#errors">Common Errors to
Avoid</A></B></li>
<li><B><A HREF="#transmgmt">Transition
Management Process</A></B></li>
<li><b><A HREF="#transteam">The Transition
Team</A></B></li>
<li><B><A HREF="#devsequence">Planning
Development Sequence</A></B></li>
</ul>

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<P><A NAME="universal"></A><B>UNIVERSAL RESULTS TO BE SOUGHT
FROM A FIRST-TIME PLANNING PROCESS</B>&nbsp;</P>
<P>A plan should be:<BR>
</P>
<ul>
	<li>drafted by whomever is responsible for accomplishing a
	measurable set of results,</li>
	<li>approved by whomever has authority for its enactment,</li>
	<li>an accurate reflection of both the capabilities and
	willingness to perform of those who are asked to carry out the
	strategies and actions that are intended to bring about success.</li>
	<P></P>
	<ol>
		<li>Development of a permanent cyclical or "rolling" planning
		process which provides for a continuous review of the group's
		long-term strategic intentions. To succeed, the process requires that
		no functional objective or strategic initiative will be named
		unless:&nbsp; <BR>

		&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; a. There is a commitment to
		actively pursue and accomplish the initiative within an agreed time
		frame.&nbsp; <BR>
		&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; b. There is a clear measure of
		success.&nbsp; <BR>
		&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; c. There is a clear acceptance of
		"ownership" which combines commitment with accountability.&nbsp;</li>
		<P></P>
		<li>Formalization of previous "ad hoc" practices into predictable
		structured methods resulting in:&nbsp; <BR>
		&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; a.&nbsp; "Agenda driven"
		management.&nbsp; <BR>

		&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; b.&nbsp; Cyclical review of
		critical elements such as:&nbsp; <BR>
		&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; *
		market case&nbsp; <BR>
		&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; *
		client satisfaction&nbsp; <BR>

		&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; *
		project, production or engagement results&nbsp; <BR>
		&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; c.&nbsp; Clearly defined
		individual roles and duties measured on a cyclical basis.&nbsp; <BR>

		&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; d.&nbsp; A definition of quality
		which can be measured for each aspect of the operation, as well as for
		the<br/>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;resulting products and services.&nbsp;</li>
		<li>The replacement of "soft" and "hard" solutions with "durable"
		solutions.</li>
	</ol>
</ul>
<p></p>
<br />
<P>Understanding what should be done is only a partial
solution.&nbsp; Groups often reach conclusion as to how to resolve a
problem, but time goes by without action.&nbsp; An initiative that
everyone agrees should be taken, but that the group as a whole does not
enact, is a SOFT SOLUTION.&nbsp; <BR>
&nbsp;&nbsp; *&nbsp; A typical soft solution is a general agreement that
it is a good idea to ask the clients if they are satisfied with the<br>
&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;service provided to them.&nbsp; <BR>
&nbsp;</P>
<P>When a group adopts a mechanism that causes a set of immediate
actions to deal with problems on a one time basis, this is a HARD
SOLUTION.&nbsp;&nbsp; This approach will produce results without any
assurance that the underlying condition will not cause the problem to
reappear.&nbsp; <BR>

&nbsp;&nbsp; *&nbsp; A hard version of the solution is to have everyone
contact each of their recent clients and report back to the group at<br>
&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;a special meeting as to the results
of the conversations.&nbsp; <BR>
&nbsp;</P>
<P>A DURABLE SOLUTION assures that a process is put in place that
both resolves the original circumstance and provides an ongoing measure,
review, and report.&nbsp; <BR>
&nbsp;&nbsp; *&nbsp; A durable solution might require that a set of
pre-established questions be asked of each client at the completion of<br>
&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;each engagement. To assure
compliance, the group includes a presentation of the results of the
interviews as a<br>
&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;standing item in the regularly
scheduled managers meeting.&nbsp;&nbsp;</P>
<P><a href="#top">> Top</a></P>

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<P><A NAME="errors"></A><B>COMMON ERRORS TO AVOID&nbsp;</B>&nbsp;</P>
<P>During the planning process, it is important to avoid the
following common errors:&nbsp;</P>
<P></P>
<ol>
	<li>Planning the detail before the direction is set.</li>

	<li>Plans without owners.</li>
	<li>Solutions without measurable results.</li>
	<li>Actions without a schedule.</li>

	<li>Leaving intended actions out of the plan.</li>
	<li>Including actions which the group does not intend to pursue.</li>
	<li>Allowing personality to obscure process.</li>
	<li>"Telling" when "Asking" is the way to assure commitment.</li>
	<li>"Asking" when the answer has already been decided.</li>
	<li>Assuming that what is unspoken is understood.</li>
	<li>Not writing down what has been agreed.</li>
	<li>Not reading what has been written.</li>
</ol>
<a href="#top">> Top</a><BR>
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<B>TRANSITION MANAGEMENT
PROCESS<A NAME="transmgmt"></A></B>&nbsp;
<P>TRANSITION</P>
<ol>
	<li>The activities which transform an organization from one state
	of being to another.</li>
	<li>The period of time during which a transformation occurs.</li>
</ol>
<br>
<P>THE SITUATION</P>
<P>A change is needed.&nbsp; That much is certain.&nbsp; Perhaps the
desired end state is well understood or perhaps there is only an
agreement that the current state is no longer acceptable.&nbsp; One
thing is clear: the transition from one state to another will not take
place efficiently and effectively without a well-planned and
well-managed effort.&nbsp; <BR>

&nbsp;</P>
<P>THE PRINCIPAL TASK&nbsp;</P>
<P>Determine what changes are essential to the group's future
success by:&nbsp; <BR>
</P>
<ol>
	<li>Understanding the current status of both the marketplace and
	the group;</li>

	<li>Determining the most likely status of the marketplace in the
	future;</li>
	<li>Establishing a vision of the most plausible successful status
	for the group in that future environment;</li>
	<li>Selecting the sequence of initiatives most certain to lead to
	that vision.</li>
</ol>
<P>Successful transition planning is a matter of thoroughly
answering a sequence of basic questions:&nbsp; <BR>

</P>
<ul>
	<li>What is the purpose of the transition?</li>
	<li>What is the business environment likely to be during the
	transition and at the end of the post-transition period?</li>
	<li>What will differentiate the group at the end of the transition
	from the way in which it appears now?</li>

	&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; -&nbsp; In terms of the
	marketplace?&nbsp;
	<BR>
	&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; -&nbsp; In terms of all essential
	business functions?&nbsp;
	<BR>
	<li>If the group is successful, how will it look at the end of
	that time?</li>
	<li>What initiatives must be undertaken to achieve that success?</li>
</ul>
<P>If any questions are left unanswered, the group is at risk of, at
best, missing key opportunities for success and, at worst, being driven
to unwanted changes by outside circumstances.&nbsp;</P>
<P>The primary role of the leadership is to assure that these
questions are answered effectively.&nbsp; The primary role of either a
team leader or a neutral facilitator is to assist the leadership in
promptly arriving at the answer which is appropriate to
them.&nbsp;&nbsp; <BR>

&nbsp;</P>
<P>MEASURING THE RESULT&nbsp;</P>
<P>The value of change can be measured in a number of ways,
including revenue, client or constituent increase, cost reduction, or
general improvements in effectiveness, satisfaction, and
positioning.&nbsp; But none of these gauges of success can be looked at
alone.&nbsp; Simply increasing the volume of sales or the head-count of
customers is not enough.&nbsp; Are the sales significantly more
profitable?&nbsp; Are these the right clients?&nbsp;</P>
<P>To assure a successful outcome, a view must be developed not only
of the nature of the end result, but also of a quantified measure of
that result and a realistic time frame for completion.&nbsp;</P>
<P><a href="#top">> Top</a></P>

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<P><A NAME="transteam"></A><B>THE TRANSITION TEAM&nbsp;</B>&nbsp;</P>
<P>PURPOSE&nbsp;
</P>
<ul>
	<li>To cause, facilitate, and monitor a prompt,</li>
	<li>appropriate, effective transition.</li>
	<li>To advise the Executive Officer (EO) and Senior Management.</li>
	<li>To act as internal voice and stakeholder contact.</li>
</ul>
<P>GUIDING PRINCIPLE</P>
<ul>
	<li>Do not stop or slow down the ongoing business efforts of the
	group while the transition decisions are being made.</li>
</ul>
<P>OPERATING GUIDELINES&nbsp; <BR>
</P>
<ul>
	<li>Membership is established by the EO and the Team.</li>
	<li>Meetings will be established at an interval determined by the
	group.</li>
	<li>No Actions without Owners and scheduled Reports.</li>
	<li>Never leave a meeting without a Date and Time for the next
	meeting and the nature of Communication to the full group established.</li>
</ul>
<P>(Note:&nbsp; The Transition Team and/or the Coordinator may
assign individual functions as necessary.)&nbsp;</P>
<P>&nbsp;&nbsp; <BR>
TRANSITION TEAM COORDINATOR&nbsp;</P>
<P>To assure an active pursuit of the team, the coordinator
must:&nbsp;
</P>
<ul>
	<li>Schedule Meetings,</li>
	<li>Manage the Q&amp;A Process,</li>
	<li>Develop the Agenda,</li>
	<li>Communicate the Agenda and Results,</li>
	<li>Chair Meetings.</li>
</ul>
<P>TRANSITION TEAM COMMUNICATION&nbsp;</P>
<ul>
	<li>Transition Team Coordinator should receive and send all
	documents.</li>
	<li>All communication is discussed within the Transition Team in
	advance of distribution.</li>
	<li>Use the default message.</li>
	<li>"Need-to-know" only, but done without mystery.</li>
</ul>
<P>THE REALITY TEST&nbsp;</P>
<P>To be applied to principles or actions whenever decided.&nbsp;</P>
<P>&nbsp;Intention:&nbsp; <BR>

</P>
<ul>
	<li>Is this what we actually intend to do?</li>
</ul>

&nbsp;Practicality:&nbsp; <BR>
<ul>
	<li>Do we understand the effects/results of this principle or
	action?</li>
	<li>Do we understand the resources required for this principle or
	action?</li>
</ul>
Commitment:&nbsp; <BR>
<ul>
	<li>Is the appropriate level of authority committed?</li>
</ul>

&nbsp;Confirmation:
<ul>
	<li>Is this STILL what we actually intend to do?</li>
</ul>
<P>THE COMPLETION TEST&nbsp;</P>
<P>To be applied to actions or strategies prior to initiation:&nbsp;
<BR>
</P>
<ul>
	<li>Have we stated everything that we actually intend to do?</li>
	<li>Are there unstated parallel actions being undertaken?</li>
</ul>
<P>For every action stated is there:&nbsp; <BR>
</P>
<ul>
	<li>an "owner"?</li>
	<li>a commitment to report results?</li>
	<li>a schedule of completion?</li>
	<li>a schedule for the review?</li>
	<li>an agreement as to who will review the report?</li>
</ul>
<P><a href="#top">> Top</a></P>

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<P><A NAME="devsequence"></A><B>PLANNING DEVELOPMENT SEQUENCE</B>
(Z-ASSOCIATION)&nbsp;</P>
<P>Please consider the following questions for strategic
planning.&nbsp; They are intended to help you better understand and
decide the nature of those activities which should take place in order
to develop a plan for the future of your association.&nbsp; The
questions frame the strategic planning sequence which we will be
following.&nbsp; When each of them is answered fully, the key goals,
objectives, and initiatives will be clear.&nbsp; <BR>
&nbsp;</P>
<P>I. PURPOSE&nbsp; <BR>

&nbsp;&nbsp; A. Who are Z-Assoc.'s current members?&nbsp; <BR>
&nbsp;&nbsp; B. What services was Z-Assoc. initially formed to provide?
<BR>
&nbsp;&nbsp; C. Who does Z-Assoc. wish to influence?<BR>
&nbsp;&nbsp; D. What functions/characteristics/qualities help define
Z-Assoc.?&nbsp;</P>
<P>II. DIFFERENTIATION&nbsp; <BR>

&nbsp;&nbsp; A. How is Z-Assoc. currently structured?&nbsp; <BR>
&nbsp;&nbsp; B. What actually differentiates Z-Assoc. from
any&nbsp;other similar association?&nbsp; &nbsp;</P>
<P>III. VISION OF MARKET&nbsp; <BR>
&nbsp;&nbsp; A. What conditions do you feel are likely to exist in your
members' business environment/market area (both territory and<br/>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;industry)
in three years from now?&nbsp;</P>
<P>IV. VISION OF Z-Assoc.&nbsp; <BR>

&nbsp;&nbsp; A. What would be the ideal memberprofile and mix
in&nbsp;three years?&nbsp; <BR>
&nbsp;&nbsp; B. What would be the ideal mix of services in three
years?&nbsp; <BR>
&nbsp;&nbsp; C. What could and should differentiate Z-Assoc. at the end
of three years?<br>

&nbsp;&nbsp; D. What changes must Z-Assoc. affect within the next three
years?&nbsp;</P>
<P>V. STEPS TO SUCCESS&nbsp; <BR>
&nbsp;&nbsp; A. What initiatives are of critical importance to achieve
Z-Assoc.'s future vision?&nbsp; <BR>

&nbsp;&nbsp; B. Which additional activities would enhance the likelihood
of Assoc.'s success?&nbsp; <BR>
&nbsp;&nbsp; C. Which activities currently undertaken should be
discontinued in order to improve efficiency and increase the likelihood<br/>
&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;of success?&nbsp; <BR>
&nbsp;&nbsp; D. Who should "own" initiatives that have been
selected?&nbsp; <BR>

&nbsp;&nbsp; E. What ongoing processes are needed to assure that the
selected initiatives will in fact be carried out?&nbsp;</P>
<P><a href="#top">> Top</a><br>
<br>
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