STRATEGY MEANING AND DEFINITION Startegos Greek word leader or

commander of an army Strategies are simply a set of actions that enable an

organization to achieve results ie means to achieve organizational objectives.
TYPES OF STRATEGIES Three categories 1. Organizational Strategy Outlines
the planned avenue for organizational development. 2. Programmatic Strategy
Address how to develop, manage and deliver programs. 3. Functional Strategies
Articulate how to manage administration and support needs that impact the
organizations efficiency and effectiveness.
DEFINITION OF STRATEGIC PLANNING Strategic planning is a tool for organizing
the present on the basis of the projections of the desired future. That is, a
strategic plan is a road map to lead an organization from where it is now to where it
would like to be in five or ten years. It is necessary to have a strategic plan for your
organization. In order to develop a comprehensive plan for your organization which
would include both long- range and strategic elements, we suggest the methods
and mechanisms outlined in this manual. The plan must be: simple, written, clear,
based on the real current situation, and have enough time allowed to give it a
time to settle. SONI KIM
PURPOSE OF STRATEGIC PLANNING The purpose of strategic or long-range
planning is to assist an organization in establishing priorities and to better serve
the needs of its constituency. Serve as a guide to implementing programs,
evaluating how these programs are doing, and making adjustments when
necessary. A strategic plan must reflect the thoughts, feelings, ideas, and wants
of the developers and mould them along with the organization's purpose, mission,
and regulations into an integrated document. In order to effectively and efficiently
implement a plan, all individuals involved in its implementation must function as a
whole or the plan is destined for failure.
PURPOSE OF STRATEGIC PLANNING IN NURSING To increase the allocation of
scarce resources To manage dept performance Acquire and develop new nsg
practice Foster better goals, nsg values and communication Bring changes in
operations, mgt and org n
GUIDING PRINCIPLES IN SUCCESSFUL STRATEGY PLANNING Successful
strategy planning should lead to action It should build on share vision that is
valuesbased It should be an inclusive, participatory process It accepts
accountability to the society It is externally focused and sensitive to
organizations environment It is based on quality data It requires an openness to
questioning the status quo It is key part of effective management
HOW STRATEGIC PLANNING CAN BE USED TO IMPROVE THE NSG
MANAGEMENT It provides accountability & monitoring of performance It helps
in setting more formal planning programme & require department & unit planning
By integrating strategic planning with operational and financial plans To
concentrate more on strategic issues To improve knowledge and skill in strategy
planning To improve the communication of top nsg managers with the
organization administrator To allow better execution of plans To be more
realistic and rational To anticipate the future plans for it To develop annual
budget To focus on quality o/p to improve nurse performance and productivity
RE QUIREMENTS OF GOOD STRATEGIC PLAN Frame work for decisions A
basis for more detailed planning Simple logical and practical Focus on strategic

important matters Should be separate plan for day-to-day work Complete and
integrated Distinguish b/w cause and effect Reviewed periodically In written
form Capable of being controlled Assist in benchmarking and performance
monitoring Realistic, critical and attainable
STEPS IN A STRATEGIC PLANNING PROCESS Identifying its vision and
mission. Series of analyses, including external, internal, gap, and
benchmarking, which provide a context for developing organization's strategic
issues. Strategic programming follows and the organization develops specific
strategies including strategic goals, action plans, and tactics. Emergent strategies
evolve, challenging the intended tactics, and altering the realized strategy.
Periodically, the organization evaluates its strategies and reviews its strategic plan,
considering emergent strategies and evolving changes.
1. Vision And Mission Identification of the organization's vision and mission is
the first step of any strategic planning process. The vision sets out the
reasons for organization's existence and the "ideal" state that the
organization aims to achieve; the mission identifies major goals and
performance objectives. Both are defined within the framework of the
philosophy. 2. Environmental Scan Analyze its external and internal
environment. The environmental scan, performed within the frameworks of
the Five Forces Model and SWOT, analyzes information about organization's
external environment (economic, social, demographic, political, legal,
technological, and international factors), the industry, and internal
organizational factors.
SWOT Analysis: A tool that identifies the strengths, weaknesses, opportunities
and threats of an organization. Specifically, SWOT is a basic, straightforward
model that assesses what an organization can and cannot do as well as its
potential opportunities and threats. The method of SWOT analysis is to take the
information from an environmental analysis and separate it into internal
(strengths and weaknesses) and external issues (opportunities and threats).
Once this is completed, SWOT analysis determines what may assist the firm in
accomplishing its objectives, and what obstacles must be overcome or
minimized to achieve desired results.
2. Gap Analysis Organizations evaluate the difference between their current
position and desired future through gap analysis. As a result, develop specific
strategies and allocate resources to close the gap. 4. Benchmarking
Measuring and comparing the university's operations, practices, and
performance against others is useful for identifying "best" practices. Through
an ongoing systematic benchmarking process campuses find a reference
point for setting their own goals and targets. 5. Strategic Issues determines
its strategic issues based on (and consistent with) its vision and mission
within the framework of environmental and other analyses. Strategic issues
are the fundamental issues the organization has to address to achieve its
mission and move towards its desired future.
6. Strategic Programming To address strategic issues and develop deliberate
strategies for achieving their mission, set strategic goals, action plans, and
tactics during the strategic programming stage. Strategic goals are the
milestones the campus aims to achieve that evolve from the strategic issues.
The SMART goals model is essential to setting meaningful goals. Smart goals are

specific, measurable, agreed upon, realistic, and time/cost bound. "Action

plans ... define how we get to where we want to go," the steps required to
reach our strategic goals. Tactics are specific actions used to achieve the
strategic goals and implement the strategic plans.
7. Emergent Strategies Unpredicted and unintended events frequently occur
that differ from the intended strategies, and must respond. Emergent strategy is
"a pattern, a consistency of behaviour over time," "a realized pattern [that]
was not expressly intended" in the original planning of strategy. It results from a
series of actions converging into a consistent pattern. 8. Evaluation Of Strategy
Periodic evaluations of strategies, tactics, and action programs are essential to
assessing success .It is important to measure performance at least annually (but
preferably more often), to evaluate the effect of specific actions on long-term
results and on the organization's vision and mission. The organization should
measure current performance against previously set expectations, and consider
any changes or events that may have impacted the desired course of actions.
9. Review Of The Strategic Plan After assessing the progress of the strategic
planning process, it needs to review the strategic plan, make necessary changes,
and adjust its course based on these evaluations. The revised plan must take
into consideration emergent strategies, and changes affecting the
organization's intended course. 10. Strategic Thinking Strategic planning
becomes an organizational norm, deeply embedded within the organization's
decision- making process, and participants learn to think strategically as part of
their regular daily activities. Strategic thinking involves "arraying options
through a process of opening up institutional thinking to a range of alternatives
and decisions that identify the best fit between the institution, its resources, and
the environment"
THE STRATEGIC PLANNING PROCESS Mission & Objectives Evaluation & Control
Strategy Implementation Strategy Formulation Environmental ScanningStandard
Format for Strategic Plan Sections Include Introduction by the President of the
board introduces the plan to readers Executive Summary Summaries st
plan (1-2 P) Vision & Mission statements Organization profile and history
To help the planning committee Critical issues and strategies (brief)
Program goals and objectives delineated at both group and individual level
Management goals and objective to guide the function of the plan
Appendixes - to help in readers understanding
OPERATIONAL PLANS Introduction Single use short term plans derives from
st plans in order to accomplish the goals and objectives of the organization
Each org unit must have op plans in corresponding fiscal year They link st plan
with activities Helps to establish the activities and budget Definition An op
plan is a schedule of events and responsibilities that details the actions to be
taken in order to accomplish the goals and objectives laid out in the st. plan
Sometimes called as Management plans- a sort of written blue print to achieve
indented goals and objectives. It includes budget, org structure, quality
monitoring process, new programs etc plans
CONTENT A detailed action plan including Clear objectives Activities to be
delivered Quality stds Desired outcomes Staffing and resource
requirements Implementation time table A process for monitoring
progress SONI - KIMSCON PURPOSE & CHARATERISTICS To specify the

activities and procedures To set time for objective achievement For

allocation of staff responsibilities in particular activity Prepare staff to take up
responsibility Specify the records to be kept and policies needed Freedom
to each staff to plan its own goals, objectives etc CHARATERISTICS An
appropriate detailed action plan Include periodic evaluation and feedback to
progress Fit clearly with strategic plan SONI - KIMSCON FORMULATION OF OP
PLANS 6W method want, why, what, when, who, what-if 1. Want make
expectation obsessive that will lead to commitment 2. Why Wants to goals and
objectives using SMART. Keep in mind why goals are to be achived. 3. What
make clear what knowledge, attitudinal behr, skills and habits (KASH) required to
achieve objectives. Take an inventory of current KASH level and raise to the
required level 4. Who Team up with staff with similar goals in the organization.
Team support an encouragement help to keep moving SONI - KIMSCON Contd
FORMULATION OF OP PLANS 5. When Make a definitive time frame to achieve
objectives which will help to utilize time, money and effort more effectively 6.
What if Be ready with the alternate action plan What-if first plan fails. SONI KIMSCON 14082015 7 RELATIONSHIP B/W OP PLANS & ST PLANS Strategic
Plans (2-5 years) Operational Workforce Plan (Staffing Plan) Strategic Workforce
Plan (Talent Strategy) Operational Plan (6M to 1Y) SONI - KIMSCON ROLE OF
MANAGEMENT IN THE STRATEGIC PLANNING PROCESS The primary tasks of
strategic management are to understand the environment, define
organizational goals, identify options, make and implement decisions, and
evaluate actual performance. Thus, strategic planning aims to exploit the new
and different opportunities of tomorrow, in contrast to long-range planning,
which tries to optimize for tomorrow the trends of today.