Strategic Planning Worksheets

Transcription

1 Strategic Planning Worksheets Effective strategic planning requires a clear understanding of one s environment internal and external to inform goals and strategies. There are numerous tools available to do this, the UVA SOM has been using a combination of three: Visioning, Five Forces and SWOT (Strengths, Weaknesses, Opportunities, Threats). The Visioning exercise is based on a framework from Jim Collins and helps clarify thinking about the internal environment by asking about what drives us, what differentiates us, and what sustains us economically. Answering these questions defines our ideal state where all our strengths are maximized. Once we have described our ideal state, we must ask why we are not currently in it. This identifies our weaknesses: internal barriers and issues that prevent us from reaching our ideal state. There are many types of weaknesses including (but not limited to) cultural, structural, and process-oriented. Have everyone spend three minutes answering the questions themselves before discussing as a group. Based on the answers to these questions take notes on the top half of the SWOT with summary statements. The Five Forces exercise is based on a framework from Michael Porter and helps clarify thinking about the external environment by asking about competitors, customers and suppliers. We recognize that a School of Medicine is not the same as a corporate business, however all entities (for-profit, not-for-profit, corporate, academic, etc.) interact with and are impacted by their external environment. Therefore, it is important to understand that environment in order to plan for future success. To that point, we provide the following definitions: Customer or Buyer is someone who is paying us to receive a service or output (for example: students being taught or a research study) Supplier as someone we are paying for a service or output (for example: faculty teaching) Competitor is any entity who is providing the same services or outputs we do (i.e. existing firms or new entrants) or similar services and outputs as we do (i.e. substitutes) Customers, suppliers and competitors will vary across missions (i.e., we may compete with community hospitals for clinical faculty or residents, research institutes for research faculty or post-docs and other SOMs for both) First, identify a few examples of each category. Then think about how they are behaving and what that implies for UVA SOM. Have everyone spend three minutes answering the questions themselves before discussing as a group. Use this discussion to fill in the bottom half of the SWOT with summary statements. The SWOT analysis can be derived with input from the Visioning and Five Forces exercise. It s intended to provide a summary of findings for developing strategic goals and initiatives. Suggested Timing (60 min) 20 min Visioning 20 min Five Forces 20 min SWOT Facilitator Tips Remember to identify strengths and weaknesses; avoid spending too much time on negatives Don t overthink the structure of the exercise; the point here is to understand the external environment This is a framework for future discussion; focus on common themes and the most salient findings rather than a laundry list Attachments: Blank Worksheets Library s initial version of their worksheets as an example Page 1

2 Worksheet Visioning (internal perspective) 1. What are we most passionate about? 2. At what are/can we be the very best? 3. What will drive our economic or resource engine? Why are we not already in our ideal state? Page 2

3 Worksheet - Five Forces (external environment) Force Examples What are the implications for us? 1. Rivalry Among Established Firms 2. Threat of Substitutes 3. Bargaining Suppliers 4. Risk of Entry 5. Bargaining Buyers Page 3

4 Worksheet - SWOT Strengths Internal Factors Weaknesses Opportunities External Factors Threats Page 4

5 Integrating Case Library Library Case Study Visioning 1. What are we most passionate about? 2. At what are/can we be the very best? 3. What will drive our economic or resource engine? Linking our clients UVA SOM / Health Affairs colleagues with knowledge and expertise that supports their missions, regardless of media or physical characteristics of the Library or client Creating, finding and disseminating knowledge across all missions as 24/7 connectors who are highly flexible in delivering on passion Time savings for revenue generating colleagues Improved decision making in the care environment (evidence for impact on care) Library Case Study Five Forces Force Example Your Thoughts 1. Rivalry Among Established Firms 2. Threat of Substitutes 3. Bargaining Suppliers Other libraries / knowledge resources, especially around C ville Google Scholar IBM Watson Publishers Specialty knowledge resources Library expertise as part of care stream, not just for self-directed access (e.g., patients learning on own about dx) Be expert in meta data and ontology Library expertise taken for granted as search technology becomes easier and less esoteric Cost per title / license is higher for virtual resources Explosion of resources (3,000 to 30,000 journals in less than a generation) 4. Risk of Entry Direct-to-Consumer research service Distant, virtual resources Make proximity and easy of use unbeatable Close alignment with UVA users 5. Bargaining Buyers Researchers Clinicians Students Embed expertise in all missions Be center for collaborative efforts Page 5

6 Integrating Case Library Library Case Study - SWOT Strengths Strong service ethic Resource to all SOM and Health Affairs / a neutral resource to all Sense of urgency in response to changing environment Space and location Opportunities Recognition as center of knowledge access, regardless of media Role in new fields (e.g., Big Data) Space to facilitate collaboration and interdisciplinary teaching / learning Embedded librarian / knowledge management expertise Weaknesses Needed skills are changing Library culture can be risk averse / rule based Tendency to define in terms of square feet (the library s physical space) rather than domain of knowledge management Threats Everything on the web is free What value is library expertise when you have Google Scholar / IBM s Watson? Non-revenue generating Space is a target for non-library uses Library Case Study Example Initiatives Invest in VIVO software to facilitate information sharing and partnership across the SOM and grounds Re-purpose space to promote collaboration Page 6