Strategic Planning: Taking ISI to the “Next Level” John B. Sieg May 12,

Purpose  Review the “why’s” of strategic planning.  Outline how to finalize ISI’s 2012 strategy.  Pave the way for its successful implementation. 2

The Past  Since 1989, ISI has implemented three successive strategic plans establishing:  A system to deliver its “products” nationally to college faculty, students.  A permanent HQ with ISI as a one-stop resource for those working on campuses.  ISI as the model for teaching conservative ideals on campuses. 3

The Present  In 2007 ISI created another strategic plan to take itself to the “next level” by  Vision—“to nurture in the rising generation an understanding of the central ideas of America and the West” by:  Injecting “potent new resources” to expand educational programs; and  Leading the movement to ensure required grounding in civic literacy. 4

The Future The 2012 strategic plan is the tool by which ISI should define its future and specify the “next level” in operational terms. * * “The future will not just happen if one wishes hard enough. The future requires decisions—now. It requires action—now. It demands allocation of resources, and above all, of human resources—now. It requires work—now.” —Peter Drucker 5

Why? “There is an old saying that good intentions don’t move mountains, bulldozers do. In nonprofit management, the mission and the plan—if that is all there is—are the good intentions. Strategies are the bulldozers. They convert what you want to do into an accomplishment... Strategies lead you to work for results...” —Peter Drucker 6

What is strategic planning? 7 Analytical thinking and commitment of resources to a desired action.  Making present decisions systematically with an informed sense of what will likely result.  Organizing the people, efforts and all resources to carry them out in a timely way.  Tracking and measuring all results against expectations to ensure successful completion.

The Strategic Planning Process 8  Analysis  Internal situation  External environment  Strategy  Vision, mission  Objectives  Goals  Implementation  Tactics  Performance measures What ISI has right now Look back Look ahead

SWOT: An Analytical Foundation 9 SWOT SWOT SWOT = Strengths + Weaknesses + Opportunities + Threats  Systematic, simple and powerful aid for zeroing in on a feasible, competitive strategy to advance ISI’s mission.  Proven means for “matching” ISI’s internal capabilities to its external environment and generating sustainable growth.

ISI’s Internal Situation 10  Strengths  Strengths: those things that give ISI important capabilities, distinctive competencies in the opinion of customers.  Weaknesses  Weaknesses: those capabilities that are lacking or limited by choice or circumstance in the eyes of the outside world.

ISI’s External Environment 11  Markets  Markets to be served: students, faculty, donors, others.  Competitors  Competitors: institutional and ideological.  Opportunities  Opportunities: outside events/trends that create possibility for improved performance.  Threats  Threats: developments in the external world that would pose challenges or dangers to ISI if left unaddressed.

A Strategic Planning Flowchart 12 Customers ISI Competition SWOT External Environment OT Strategic Plan Mission Objectives Goals Action Plans Marketing Plan Resources Vision Mission SW OT

Refining ISI’s 2012 Strategy 13 SWOT provides factual context for revisiting key elements of the existing 2012 strategy:  Mission  Mission —ISI’s basic purpose.  Objectives —broad statements of what ISI wants to achieve by  Goals —specific, measurable steps that ISI must take in order to achieve its broader objectives.

Example: Mission Statement 14 “To educate for liberty...to further in successive generations of American college youth a better understanding of the economic, political, and spiritual values that sustain a free and virtuous society...”  Is it feasible (at least in part) by 2012?  Is it motivational?  Is it distinctive (vs. competitive organizations)?

Example: Objectives 15 Regarding ISI’s 2012 objectives:  direct education programs and publications;  university stewardship programs;  organizational effectiveness; and  institutional advancement...  Do they play to ISI’s strengths?  Do they avoid ISI’s weaknesses?  Do they capitalize on key external opportunities?  Do they minimize exposure to outside threats?

Example: Goals 16 Regarding ISI’s goals for its 2012 objectives...  Does each have clear, measurable outcomes?  Has each been given a knowledgeable leader?  Has a deadline been set for completing each?  Is there an action plan to complete each goal?

Starting Point  Existing 2012 Strategic Plan. plus  New SWOT Analysis. 17

Finished Product  Internal assessment  Environmental evaluation  Finalized strategy  Affirmed vision/mission  Objectives Goals Action Plans  Resources—Manpower, Facilities, Equipment, Budget  Marketing plans  “Case for Support” (basis for fund raising)  Development plan 18 From SWOT Analysis

Who’s Responsible? Analysis  SWOT: ISI Strategy Team/RR&A with input from key individuals, departments. Strategy  Vision/mission statements:  Strategic objectives:  Measurable goals: Implementation  Action plans: ISI project leaders, working with appropriate team support/supervision and Board oversight. 19 ISI Strategy Team with RR&A facilitation and Board concurrence.

Suggested Work Plan  Conduct SWOT analysis—ISI Strategy Team/RR&A  Review/finalize 2012 strategy—ISI Strategy Team/RR&A  Secure Board approval—ISI Senior Management  Develop Board strategy to support plan—Board/RR&A  Implement plan—ISI Project Leaders 20

Anticipated Outcomes 21  Affirmed ISI vision, mission.  Feasible strategic objectives for  Supporting goals, action plans, resources.  “Case for support”.  Marketing plan.  Targeted development plan.  Board strategic plan.  Commitment. Buy-in. Success!

Concluding Thought “Good fortune is what happens when opportunity meets with planning.” —Thomas Edison 22

23 Q & A