Welcome

Thought for the Day

“ Believe, the world is mirror ”

STRATEGIC PLANING

&

TIME MANAGEMENT

By
B . Athiyaman
 What is Strategic Planning

• Process to establish priorities on what you will

accomplish in the future

• Forces you to make choices on what you will do

and what you will not do

• Pulls the entire organization together around a

single game plan for execution
 Fundamental Questions to Ask

• Where are we now? (Assessment)

• Where do we need to be? (Gap / Future End
 State)
• How will we close the gap (Strategic Plan)
• How will we monitor our progress (Balanced
 Scorecard)
“Failing to plan is planning to fail”
Strategic Planning
 A Good Strategic Plan should .
..
• Address critical performance issues
• Create the right balance between what the
organization is capable of doing vs. what the
organization would like to do
• Cover a sufficient time period to close the
performance gap
• Visionary – convey a desired future end state
• Flexible – allow and accommodate change
• Guide decision making at lower levels –
• Operational, tactical, individual
 Strategic Planning

First Stage of Strategic Planning may involve:

Futures Thinking
Thinking about what the business might need to do
10–20 years ahead

Strategic Intents
Thinking about key strategic themes that will inform
decision making
 Strategic Planning
The Vision

Communicating to all staff where the organisation is

going and where it intends to be in the future .
Allows the firm to set goals.

Aims and Objectives:

Aims – long term target

Objectives – the way in which you are going to achieve

the aim .
 Strategic Planning

 Example:
Aim may be for a chocolate manufacturer to
break into a new overseas market.
Objectives:
 Develop relationships with overseas suppliers
 Identify network of retail outlets
 Conduct market research to identify consumer needs
 Find location for overseas sales team HQ
 Strategic Planning

Once the direction is identified:

üAnalyse position
üDevelop and introduce strategy

üEvaluate:

Evaluation is constant and the results of the evaluation

feed back into the vision.
Analysis
 SWOT

 Strengths – identifying existing organisational strengths

 Weaknesses – identifying existing organisational
weaknesses
 Opportunities – what market opportunities might there
be for the organisation to exploit?
 Threats – where might the threats to the future success
come from ?
 PEST

Political: local, national and international political developments – how will they
affect the organisation and in what way/s?

Economic: what are the main economic issues – both nationally and
internationally – that might affect the organisation?

Social: what are the developing social trends that may impact on how the
organisation operates and what will they mean for future planning?

Technological: changing technology can impact on competitive advantage very

quickly!
 Five-Forces
 Developed by Michael Porter: forces that shape and influence
the industry or market the organisation operates in.
 Strength of Barriers to Entry - how easy is it for new rivals to
enter the industry?
 Extent of rivalry between firms – how competitive is the existing
market?
 Supplier power – the greater the power, the less control the
organisation has on the supply of its inputs.
 Buyer power – how much power do customers in the industry
have?
 Threat from substitutes – what alternative products and services
are there and what is the extent
of the threat they pose?
 Required Inputs
 Changing strategy will impact on the resources needed
to carry out the strategy:

 Specifically the impact on:

 Land – opportunities for acquiring land for
development -field sites, etc.,
 Labour – ease of obtaining the skilled and unskilled
labour required
 Capital – the type of capital and the cost of the capital
needed to fulfil the strategy
 Evaluation

 Continuous Feedback through the Balanced

Scorecard

Strategy
Time Management
 At this talk you will learn to:
 Clarifyyour goals and achieve them
 Handle people and projects that waste your time
 Be involved in better delegation
 Work more efficiently with your boss/advisor
 Learn specific skills and tools to save you time
 Overcome stress and procrastination
Remember that time is
money
Ben Franklin, 1748
Advice to a young tradesman
 Outline

 Why is Time Management Important?

 Goals, Priorities, and Planning
 TO DO Lists
 Desks, paperwork, telephones
 Scheduling Yourself
 Delegation
 Meetings
 Technology
 General Advice
 Why Time Management is Important

 “The Time Famine”

 Bad time management = stress

 This is life advice

 The Problem is Severe

By some estimates, people waste about 2 hours per day.

Signs of time wasting:

 Messy desk and cluttered (or no) files

 Can’t find things
 Miss appointments, need to reschedule them late
and/or unprepared for meetings
 Tired/unable to concentrate
 Hear me Now, Believe me Later

 Beingsuccessful doesn’t make you manage your

time well.

 Managing your time well makes you successful.

 Goals, Priorities, and Planning

 Why am I doing this?

 What is the goal?

 Why will I succeed?

 What happens if I chose not to do it?

 Procrastination

“Procrastination is the
thief of time”

Edward Young
Night Thoughts, 1742
 Avoiding Procrastination

 Doing
things at the last minute is much more
expensive than just before the last minute

 Deadlines are really important: establish them

yourself!
Thank You