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How do we facilitation a Strategic Planning Workshop Session in the Philippines?
STRATEGIC PLANNING SERVICE IN THE PHILIPPINES
Objective:
To facilitate a full-scale strategic planning process for the client with the company vision, mission and strategic goals statements and short-term/long-term plans as the expected outputs.
STAGE I: INCEPTION
- Get organized
Output: Write up and submit the inception report
STAGE II: PRE-STRATEGIC PLANNING ACTIVITIES
Outputs:
- Coordinate schedule, venue, attendance, equipment, supplies, materials, meals and snacks, transportation, and accommodation
- Design, review and refine the planning framework and its templates
- Perform pre-strategic planning activities with function groups
- Pre-session meetings with key people
Responsibility #1: Gather data from the client’s key people prior to the planning session through one-on-one interviews and focus group discussions.
Preliminary Information:
- What strategic planning model or framework are we going to use?
- Basic Strategic Planning
- Issue-based Strategic Planning
- Alignment Model
- Scenario Planning
- Organic Planning
- When does the actual strategic planning start?
- How many days should the strategic planning run?
- Who should be involved in it? Internal and External Inputs
- Strategic Planning Team
- What are the participants’ responsibilities?
Preparatory Work:
- Review of the company’s work
- Extensive environmental scan
- Milestones against targets
- Management team review
- Review of the company’s internal functioning
- Individual preparatory work
- Problem analysis/Critical issues
- Synthesizing
Planning the Process
- What do we want to achieve?
- What do we have to cover to achieve our desired outcomes?
- What additional issues should we deal with?
- How much time should be allotted for prioritized discussions?
- Who is going to record what is said and agreed?
- What portion/s do we assign for individual presentations?
Individual Work:
- What has happened in the past three years in the external environment that could affect our work as an organization?
- What are the challenges and threats facing us as an organization in the external environment?
- What are the opportunities we should be taking advantage of in the environment?
- What other important information do you have that you believe is important to share during the planning?
- What important strengths does our organization have?
- What weaknesses do we have that prevent us from achieving our vision?
- What challenges have we failed to meet in the past three years and why we have failed to meet them?
- What challenges have we met well in the past three years and why and how have we met them?
- What important outcomes do we need to see emerging from the strategic planning?
Input Discussion:
For the participants’ inputs to be clarified, the following need to be done:
- Clarification meeting with the persons giving the inputs
- Focus group discussion (FGD) regarding the key issues brought up
- Integration of work done in preparation for the process
STAGE III: STRATEGIC PLANNING WORKSHOP PROCESS DESIGN
Outputs: Strategic Planning Workshop Process Design
STAGE IV: STRATEGIC PLANNING WORKSHOP PROPER
Outputs:
- Strategic Planning Workshop
- Strategic Plan
- Executive Summary
- Background
- Organizational Identity
- Strategic Process
- Strategic Priorities
- Implications of the Strategy
VISION, MISSION, AND CORE VALUES DISCUSSION
- Vision Statement Development Exercise
- Mission Statement Development Exercise
- Core Values Development and Consensus Exercise
SWOT ANALYSIS (RIGOROUS AND HONEST SELF-APPRAISAL)
- Constituency problems, views, and needs
- Analysis of information
- Key strategic issues
STRATEGIC GOALS AND OPTIONS DISCUSSION
- Strategic Goal/s Clarification Exercise
- Strategic Objectives Clarification Exercise
- Action Planning to attain each strategic objective
- Key Result Areas Identification Exercise
- Key Performance Indicators Identification Exercise
CONTINUOUS IMPROVEMENT
- Monitoring through periodic checks and evaluating the plan
The Four-day Strategic Planning Process below is just a template and is still subject to revision after inputs of all stakeholders have been considered:
| FOUR-DAY STRATEGIC PLANNING PROCESS | |
| Day 1 | |
| Breakfast | 8:00am – 8:30am |
| Welcoming and Introductions of Participants | 8:30am – 8:45am |
| Welcoming Remarks and Inputs from the President and CEO | 8:45am – 9:05am |
| Questions and Discussion | 9:05am – 9:25am |
| Input from ? | 9:25am – 9:45am |
| Questions and Discussion | 9:45am – 10:05am |
| Tea | 10:05am – 10:25am |
| Summing Up by the Facilitator | 10:25am – 10:45am |
| Clarification of Problem Analysis – in groups | 10:45am – 11:05am |
| Clarification of Problem Analysis – plenary | 11:05am – 11:35am |
| Lunch | 11:35am – 12:35pm |
| Team Building Exercise | 12:35pm – 1:20pm |
| Summarized Individual Input Presentations | 1:20pm – 1:40pm |
| Responses | 1:40pm – 1:55pm |
| Presentation by External Evaluator | 1:55pm – 2:40pm |
| Discussion of Conclusions and Recommendations – Small Groups | 2:40pm – 3:10pm |
| Discussion of Conclusions and Recommendations – Plenary | 3:10pm – 3:40pm |
| The Way Forward – Summing Up by the President and Managing Director | 3:40pm – 4:00pm |
| Day 2 | |
| Breakfast | 8:00am – 8:30am |
| SWOT Analysis – Groups | 8:30am – 9:00am |
| SWOT Analysis – Plenary | 9:00am – 9:30am |
| Clarifying the Planning Parameters – Presentation by Managers | 9:30am – 9:45am |
| Clarifying the Planning Parameters – Small Groups | 9:45am – 10:15am |
| Clarifying the Planning Parameters – Plenary | 10:15am – 10:30am |
| Identifying the Critical Issues – Plenary | 10:30am – 11:00am |
| Tea | 11:00am – 11:20am |
| Developing a Vision Statement – Groups | 11:20am – 11:50am |
| Developing a Vision Statement – Plenary | 11:50am – 12:20pm |
| Developing a Consensus on Values – Plenary | 12:20pm – 12:50pm |
| Lunch | 12:50pm – 1:50pm |
| Drafting a Mission Statement – Groups | 1:50pm – 2:10pm |
| Drafting a Mission Statement – Plenary | 2:10pm – 2:35pm |
| Clarifying the Overall Goal – Plenary | 2:35pm – 2:55pm |
| Consolidation – How Far Have We Gone? – Facilitator | 2:55pm – 3:25pm |
| Clarifying the Immediate Objective – Groups | 3:25pm – 3:45pm |
| Tea | 3:45pm – 4:05pm |
| Clarifying the Immediate Objective – Plenary | 4:05pm – 4:25pm |
| Understanding the Vertical Logic of Strategic Planning – Facilitator | 4:25pm – 4:55pm |
| Overnight Work – Teams | 4:55pm onwards |
| Day 3 | |
| Breakfast | 8:00am – 8:30am |
| Presentation | 8:30am – 9:15am |
| Key Result Areas – Input – Facilitator | 9:15am – 9:45am |
| Tea | 9:45am – 10:15am |
| Key Result Areas – Group Work | 10:15am – 12:00nn |
| Lunch | 12:00nn – 1:00pm |
| Key Result Areas – Plenary Presentations | 1:00pm – 3:00pm |
| Tea | 3:00pm – 3:30pm |
| Consolidation – What is our Strategy? – Director | 3:30pm – 4:00pm |
| Day 4 | |
| Breakfast | 8:00am – 8:30am |
| Responses to Strategy – Group Work | 8:30am – 9:00am |
| Responses to Strategy – Plenary | 9:00am – 9:20am |
| Form follows function: How should we organize our work? – Group work | 9:20am – 10:20am |
| Form follows function: Plenary Presentations and reaching consensus on Structure | 10:20am – 11:20am |
| Tea | 11:20am – 11:40am |
| Implications of Structure – Group work | 11:40am – 12:10pm |
| Implications of Structure – Plenary | 12:10pm – 12:40pm |
| Identifying Potential Problems – Plenary | 12:40pm – 1:10pm |
| Lunch | 1:10pm – 2:10pm |
| Dealing with problems: Strategies for Survival – Groups | 2:10pm – 3:10pm |
| Dealing with problems: Strategies for Survival – Plenary | 3:10pm – 3:40pm |
| Consolidation – Facilitator | 3:40pm – 4:10pm |
| Feedback on Process | 4:10pm – 4:40pm |
| CLOSURE | |
The sample above may also be squeezed in to a one-day planning if identified.
STAGE V: CASCADING AND COMMUNICATING SRATEGY (Week 5)
Outputs:
- Strategic Planning Communication Roll-out Plan
- Identify who will receive copies of the plan
- Identify how to circulate and promote the plan
STAGE VI: FINAL REPORTING (Week 5)
Outputs:
- Final Report:
- Documentation of the activities completed
- Monitoring and evaluation system
- Recommendations for the improvement of OSI’s planning culture and structure
Some of the tools to be utilized:
- Appreciative Inquiry
- Open Space Technology
- One-on-One Interview
- Focus Group Discussion
- PESTLE
- SWOT
- Stakeholder Analysis
- Portfolio Analysis
- Prioritization Exercise