1. STRATEGIC PLANNING MODELS EC WG/SOP-I(2016)/Doc.3.1(1)
Dr William Nyakwada
First Session of EC WG/SOP
16-19 February 2016
Geneva, Switzerland

2. Presentation layout Introduction Strategic Planning Process
Models for diagnosis
Models for designing a strategic plan
Models for implementing a strategic plan
Evolution of models used to present WMO SPs.
"He who loves practice without theory is like the sailor who boards ship without a rudder and compass and never knows where he may cast."—Leonardo da Vinci

3. Introduction
“Strategy" derived from the Greek word "strategos" the art of "General" or army leader.
Its application in the military means “to plan the destruction of one’s enemies through effective use of resources”.
It is an intelligent, systematic, deliberate and continuous process to prepare for action.
It addresses at least one of these questions: What do we do?, For whom are we doing it? How do we excel?

4. Strategic Planning Process
It has three phases- diagnosis, design and implementation.
It involves using a systematic criteria and rigorous investigation to formulate, implement, and control strategy, and formally document organizational expectations.
It is influenced by the culture(values), leadership, the complexity of the environment or organizational structure.
There is no one best way to plan.
A strategic Plan is a product of an attitude and a way of thinking ,not of an analysis or a set of facts.

5. Diagnosis Phase
Looks at the current and past state of an organization, and the trends and factors that may influence its future
The models used include:
Strength, Weaknesses, Opportunities and Threats (SWOT);
Company , Customers and Competition(3C’s);
Political, Economic, Social, Technological, Legal, and Environmental (PESTLE);
Porters five forces; and
Strategy, Structure, systems, Shared values, Skills, Staff, and Style (McKinsey 7S’s) .

6. Diagnosis Phase Cont’d 3Cs and PESTLE
3Cs Model
PESTLE

7. Porter’s Five Forces SWOT Tables 2-5 McKinsey 7S’s Table 1.
Diagnosis Phase Cont’d
‘’Industry structure drives competition and profitability, not whether an industry is emerging or mature, high tech or low tech, regulated or unregulated.’’(Porter, 2008)
Porter’s Five Forces
SWOT
Tables 2-5
McKinsey 7S’s
Table 1.

8. Design Phase
Deciding on the structure of the SP, selecting model(s) to use.
Developing or revising the vision and identifying the best strategies or approaches to translate into action to realize it.
There is no single, universal and perfect strategic planning model for an organization.
Models- Basic, Issue-Based, Alignment, Scenario, and Organic planning(Terms –Table 6).

9. Design Phase Cont’d
Basic Strategic Planning- Small, busy and learning (mission, vision, values, goals, strategies, action plans, M&E)
Issue-Based (or Goal-Based) Planning-Identify and prioritize major issues/goals (mission, vision, value, issues; objective, strategies; action plan; M&E).
Alignment Model -Focus on aligning the mission resources (mission, vision, values, programs and resources; what works/not works well; identify adjustments; include adjustment in SP)

10. Design Phase Cont’d
Scenario Planning- Selects external forces and imagine related changes that might impact the organization (Best, Worst & Reasonable), mission, vision, value, objectives, strategies, Action Plan, M&E
Organic (or Self-Organizing) Planning-Self organizing process (Built on the shared values)

11. Implementation Phase Action planning, M&E and , Communication.
Balanced Scorecard (BSC) is often used in implementing strategies
McKinsey 7S’s Model can also be used

12. Balanced Scorecard (BSC)

13. Relationships between strategy formulation
and implementation(Baroto et al., 2014)
66% Never implemented.
95% staff do not realize the strategy.
Strategies fail due to ineffective implementation
Strategy formulation
Appropriate
Inappropriate
Strategy implementation
Excellent
Success
Rescue or ruin
Poor
Trouble
Failure

14. Evolution of models used to present
WMO Strategic Plans

15. Issues to Consider The impact of the changes introduced
Results and actions on GSNs
Priorities as representatives of strategic direction;
Unchanging results.
Model or a set of models to present SP.
Need to conduct a SWOT
Enhancing capacities of NMHSs in strategic planning (Para. 45).

16. If you fail to plan, you plan to fail.
Thank you