Strategic Implementation Trap Prevention
Avoiding the strategic Implementation Trap
Prepared by: Zabiullah Ozil, Abdullah ,Sayed Israr Sadat
Avoiding the strategic Implementation Trap v Many associations understand the principles of strategic management. v Elected leaders and staff, often with the assistance of professional strategic facilitators, successfully develop vision and mission statements, from which they establish objectives. Strategies and policies. v Strategic planning often fails in association because it is not tied to a formal strategic implementation plan.
The strategic prism: v Focus each of the association’s programs and services through a strategic prism. v Screen out programs and services that are not essential to most of its members. v Prism should help that the association will be sharply focused on core issues that are vital to the broad base of its membership.
Association products & services v There are two types of product and services that offered by an association.
• Directly positioned to achieved the ends set out in the strategic plan. Exp: Government relations.
• Many makers designed to supplement dues and programs that conform to the strategic prism. Exp: Trade shows
Portfolio analysis: v Those programs whose primary purpose I to provide financial support for the activities of the association should be subjected to the same kind of rigorous market analysis to which any private sector business venture might endure, this process is called portfolio analysis. v The business portfolio is a convenient methodology for determining asset allocation by associations.
Advantages of portfolio analysis: v It encourages top management to evaluate each of the association’s businesses individually and to set objectives and allocate resources for each. v It stimulates the use of externally-oriented data to supplement managements judgment. v It raises the issue of cash flow availability for use in expansion and growth.
Evaluating program
Prepared by: Zabiullah Ozil, Abdullah ,Sayed Israr Sadat
Avoiding the strategic Implementation Trap v Many associations understand the principles of strategic management. v Elected leaders and staff, often with the assistance of professional strategic facilitators, successfully develop vision and mission statements, from which they establish objectives. Strategies and policies. v Strategic planning often fails in association because it is not tied to a formal strategic implementation plan.
The strategic prism: v Focus each of the association’s programs and services through a strategic prism. v Screen out programs and services that are not essential to most of its members. v Prism should help that the association will be sharply focused on core issues that are vital to the broad base of its membership.
Association products & services v There are two types of product and services that offered by an association.
• Directly positioned to achieved the ends set out in the strategic plan. Exp: Government relations.
• Many makers designed to supplement dues and programs that conform to the strategic prism. Exp: Trade shows
Portfolio analysis: v Those programs whose primary purpose I to provide financial support for the activities of the association should be subjected to the same kind of rigorous market analysis to which any private sector business venture might endure, this process is called portfolio analysis. v The business portfolio is a convenient methodology for determining asset allocation by associations.
Advantages of portfolio analysis: v It encourages top management to evaluate each of the association’s businesses individually and to set objectives and allocate resources for each. v It stimulates the use of externally-oriented data to supplement managements judgment. v It raises the issue of cash flow availability for use in expansion and growth.
Evaluating program