Total Quantity Management
New Tools For Business Success
Views For A Change
By weighing each measurement you can calculate a combined percentage improvement each year and by setting your performance target for each measurement, you can track the progress of each measurement per year. If the improvement rate in these key measurements is not significantly improved as a result of implementing strategic planning or at a very minimum has not improved enough to offset the costs of doing the strategic planning, it’s a waste of time and money.
Based upon your question, you may not
have done the upfront planning that defines what you want
to accomplish. Assuming that this is the case we have to
go back and look at the yearly results and evaluate them.
A good strategic plan consists of three major
One of the major purposes of a business plan is to define what management and the stakeholders expect from the organization’s performance over the next 5-10 years and then to communicate how success will be measured. The outputs that are used to communicate these expectations are:
Objectives—Established by upper
management to define what the organization wishes to
accomplish over the next 5-10 years.
In reviewing past performance to define the impact of the strategic planning process, review the objectives that were established during the planning process and compare them to previous accomplishments. Typically they should be at least 20 percent per year more aggressive than the results that were accomplished before starting the strategic planning process. Then compare the ensuing performance improvement down to the individual teacher performance plan and budget level. Comparing the performance improvement slope prior to and following the strategic planning process should provide you with the information necessary to evaluate the effect strategic planning has in improving the organization’s performance.
Where do you go from here? Well I like
to stay with strategic planning and set new objectives.
There are two refinements that I like to use:
Don’t blame the strategic planning process if you did not get results. A great strategic planning process, poorly implemented with little follow through and reinforcement, produces poor results. A fair strategic plan, well implemented with rewards and punishment for the implementers, produces good results. As a rule of thumb, for every hour spent planning, spend a minimum of 100 hours implementing and following up on the plan.
A good strategic plan is one that is developed by everyone—from the boardroom to the boiler room or to put it another way, from the Principal’s office to the playground.