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Strategic Planning by Mind Map: Strategic Planning
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Strategic Planning

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Strategic Planning   Purpose Designed to give a more global view of a situation as against a normal business plan. Customisation before use is recommended. _________________________________________________   How to use this template ...   Before you start, go through the template customising it for your special needs paying particular attention to the Environmental Scan topic as the focus can change with time as business conditions change. After you have finishing customising the basic structure you should save it as a template for future use. c Mindsystems 2011

1. Vision and Mission

Identify Vision

Identify Mission

2. Environmental Scan (ASWOT-C)

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ASWOT-C Analysis Purpose The purpose of this analysis is to provided a structure way of identifying the true situation for a business, a department or an individual. If the questions are answered honestly and completely it will provide a comprehensive situational analysis prior to starting a new venture. ________________________________________________ ASWOT-C is the Mindsystems variation of the well established SWOT method of analysing a situation. The two main variations are the addition of the "A" for assumption and "C" for consequences. We highly recommend this approach as the starting point for a project or a business plan. It is really important, to get the best out of this powerful method, that you:   Be completely honest in your responses Enter comprehensive answers Answer the difficult questions ... don"t be tempted to "gloss" over them Using ASWOT-C   Each section has notes, tips and questions associated with it. They are there to help you get the best out of the Mindsystems ASWOT-C approach  Any of the topics or sub-topics may be deleted and/or new ones add. This means you can tailor this template to your own unique situation.  Make sure you "clean up" when you have finished by going through the section and deleting these instructions and notes.  

Assumptions & Purpose

One of the first things taught in physics experiments in school is to identify the assumption you are making. Unfortunately this step is often overlooked in business. It is almost impossible to avoid making assumptions in almost any business situation because:   Some information is incomplete ... it simply may not available. For example: The launch strategy for your competitors new product or final product features in you are in a pre-production phase There may not be enough time to collect all the data Covering absolutely everything could cause a smoke screen so that you loose track of the major purpose The real issue is that you cannot place complete reliance on your conclusions unless you understand the complete picture. It is also important to clearly state the purpose of this analysis. Ideally this should be in terms of Aims & Objectives ... but it is not always necessary to be quite so formal. Remember:   If you don"t know where you are going, don"t be surprised if you don"t get there! An "Aim" is an unambiguous statement of purpose An "Objective" is an action needed to achieve the aim and has three components: The performance required, the conditions under which that performance occurs and the standard to be achieved. Unless you have some statement containing quantity/and or due dates it is very difficult to measure successful outcomes

Purpose

Assumptions

Strengths

In this section you identify strengths. Some times it is difficult to see your strengths ... so perhaps you would like to do the "Weaknesses" first ... but why?  Well, quite often a weakness has a flip side i.e. a strength. For example: "We only have a small staff" can translate into "Because we are small we can move quickly to grasp a new opportunity" The are a number of "starter topics" listed. These are just suggestions. Add to or delete from this list before you start with the detail.

Professional/Technical Expertise

Customer base

Finance

Resources

Staff

Weaknesses

This section can have a considerable side benefit to the fundamental analysis you are undertaking ... it can give you a strong clue as to developments and improvements you could make in the coming months. The topics included in this section are the same as those used in the Strengths section because they may be a strength but equally may prove to be a weakness. Add or subtract topics to this section before you start with the detail.

Professional/Technical Expertise

Customer base

Finance

Resources

Staff

Opportunities

If you achieve the aim what opportunities could open up? Are there other opportunities in this area that could be available if we expanded our aims and objectives? If there are other objectives, what would it take to encompass them?

Home market potential

Export potential

Strategic partnerships

Threats

It is very easy to be either over optimistic or even too pessimistic when considering a new venture. In order to get a balanced view you need to realistically assess the threats in the situation. Some possible threats are suggested.

Staff, Numbers, Expertise

Finance

The Competition

Lack of equipment

Time pressures

Consequences

This is a step often missed in the SWOT process ... draw specific conclusions from your analysis. Again some starter sub-topics have been included. Modify this list as required before you start

Market share

Customer support issues

Competitive advantage

Need for training

Quality improvements

3. Identify Strategic Issues

Gap Analysis

What is our current position?

Where do we want to go?

Benchmarking

How will we measure gap closure?

4. Strategic Programming

Goals

Action Plan

Tactics

5. Strategic Learning

Emergent strategies

Evaluation of Strategy

Strategic Plan Review

c Mindsystems 2011