Page tree
Skip to end of metadata
Go to start of metadata

Before the meeting

Determine Scope and Method

  1. Determine scope of the strategic planning effort. (Note: Capability Mapping can help with this).
  2. Determine which architecture method (artifact) is most appropriate to your level of planning. You can use the Strategy on a Page format or other methods.
  3. Choose the types of facilitation and collaboration tools you will use during the meeting

Plan the attendees

  1. Think of who should be involved (UW-IT, campus partners, others).
  2. Leverage employees of different types (students, staff, faculty) as appropriate.

Schedule the session

  1. Allow enough time to level-set and get creative
  2. Schedule a room with lots of space for creating content

Gather content

  1. Gather and review related content:
    1. Other strategies above and below,
    2. Related strategies on the same level,
    3. The University's strategic plan (currently the Sustainable Academic Business Plan),
    4. Related divisional and/or departmental strategic plan(s).
  2. Gather review generic drivers including political, fiscal, risk, business and technical drivers as appropriate. Be broad and think long term when considering drivers.

Send out pre-reading to attendees

 

During the meeting

Confirm scope of the activity by answering the following questions:

  1. What is the service or effort included the strategy?
  2. What is the scope of the service or effort?
  3. Who are the customers? The providers? What are their perspectives and expectations?
  4. What is the time frame for the future state.
    1. Different services or areas will have different time periods for planning. A highly changing and adapting area may only look out 2 to 3 years. A very stable area (think campus buildings) might look out 50 years. Pick a timeframe that makes sense for your goals and your area.

Determine the drivers and assumptions

  1. Brainstorm on the important drivers & assumptions (see the Resources)
  2. Capture both of these as context for the work on the strategy. You can start with the Strategic Drivers in the Strategy to Action Leap Forward Day Handouts and add to or refine for your service.

Determine the Future State

  1. Use the drivers, assumptions and user expectations to define future state business outcomes.
  2. Make these outcomes as specific as you can (see: Writing Good Business Outcomes below).

Plan the roadmap

  1. Gather the current initiatives underway to meet the future state business outcomes (e.g., what are you already working on that helps get to the future).
  2. Gather any planned but unstarted initiatives.
  3. Review what other work would be needed to deliver the future state. Capture any new initiatives needed.
  4. Review all the listed initiatives and prioritize for impact and timing.

Determine Next Steps

  1. Determine the appropriate refresh rate (quarterly, every 6 months, yearly, triggered by service changes or other events, etc.)
  2. Capture any follow-on efforts that needed and assign owners due dates
  3. Determine who you should share the strategy with next.
  4. Determine how you will capture feedback.
  5. Determine who will be Accountable and/or Responsible for maintaining the strategy.

After the meeting

Refine your strategy

  1. Gather end-user feedback on both the service or effort and strategy. Confirm your drivers and assumptions. If they are incorrect or incomplete, capture this feedback and use in the follow-up meeting.
  2. Use your documents as communication tools with your team, partners and customers. Gather feedback during these sessions.
  3. Refine and align disconnects between your strategy and the related strategies and/or documents.
  4. Hold a follow-up meeting to review the strategy and update as needed.

Align your organization

  1. Review your staff's skills and competencies. Are they still correct given the future state? What about the organizational structure? What other parts of the organization should be aligned with?
  2. Plan and implement the appropriate organizational shifts needed to maintain your staff's alignment with the future state.

Maintain your strategy

  1. Schedule the refresh meetings for the strategy.
  2. Use to communicate with leadership and partners. Gather feedback during these sessions.
  3. Watch for shifts in drivers and assumptions and capture these changes.
  4. Establish metrics and measures based on the business outcomes. Gather the data and communicate your progress.

Leverage your strategy

  1. Use your strategy to generate the compelling stories about why you are working on key initiatives. Publish these stories to build buy-in.
  2. Use your strategy to build business cases for your initiatives.

 

 

 

Writing Good Business Outcomes

Writing good business outcomes will make defining your initiatives much easier.  It will also help you gather meaning metrics and gain buy-in.  Good Business Outcomes should describe how the business  will be different.  The goals should be SMART to the best of your ability.

Poor:  Engaged Faculty

I can walk in and set the faculty's desk on fire and they will be engaged though not in the way you want.

Good:  Faculty are using our service.

What if they are using it but hate it?  What if it is only 2% of the faculty?  Still not a great outcome.

Better:  30% of our Faculty are using our service daily and would recommend it to other faculty.

Best:   30% of our Faculty are using our service weekly and would recommend it to other faculty.  Those using the service at least twice a week save 10 hours a week in mundane task "y".

You now have several things you can measure and you can actually show dollar value delivered (30% of Faculty * number of Faculty * average hourly pay = $$$).

In the Better and Best examples, you are also starting to get ideas of initiatives you should undertake: Outreach and Training, Survey of Users, Monitoring and Reporting of Usage, LEAN tracking of example faculty before and after to capture hours saved, etc.

These types of goals are difficult to predict and write.  You may not get to very specific goals like this.  Try to be specific and measurable and try to focus on how the world is different to the business in the future.

  • No labels