...Argonaut University has been so immersed in day-to-day operations that, as an organization, we have lost sight of our future. The proposed strategic plan sets forth our vision of the future, our plan to support this vision, and our commitment to achieving it. I. Who we are: Argonaut College, founded in 1958, is a regionally accredited provider of undergraduate and graduate education and business programs. The school offers, online and on campus, baccalaureate, masters, and doctoral degree programs in education and business. II. Vision Statement: Our vision is to build a reputation of excellence in the Midwest and beyond for preparing future leaders through experiences inside and outside the classroom that join the general and the specialized, the theoretical and the practical, in applied programs leading to successful careers in education and business. III. Our challenges: a. Stagnant enrollment rates. b. An underperforming satellite campus. c. Maintain financial viability d. Low minority representation among faculty and student population. e. Upcoming re-accreditation for education program. f. Aging faculty in education programs. g. Aging physical plant and need for future expansion. IV. Our strengths: a. Strong regional reputation for high-quality undergraduate teacher education. b. Leader in use of instructional technology for onsite and online education. c. State of the art educational programming. d. Fiscal...
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...Developing a Mission & Vision Statement that Aligns to the Church’s Strategic Plan A church’s strategic plan provides structure, accountability, and directional oversight as the church reaches out to church members and to those within their community. A church is most effective in planning, executing, and evaluating the success of its ministry when it is actively operating under the clear understanding of its mission, vision, and purpose statements. “Being strategic [in ministry] means having a carefully devised plan of action to achieve a goal,” and the best way for a church to develop a strategic plan is through adherence to their mission statement (Browning, 2009, p. 45). In some cases, this may require developing or revising the current mission statement. Developing or revision of a church’s mission statement is a critical aspect of the strategic plan, and it is vital that it reflect the current mission and vision of executive leadership and the church. At times, it may be necessary to make minor changes to the current mission statement to eliminate wordiness or unclear objectives. A great key to developing a concise mission’s statement is to keep it simple, and to “streamline the organization so it can shed deadweight and achieve greater” impact within the church and community (Browning, 2009, p. 167). A strong mission statement will enable executive leadership to stick to the primary mission and purpose of the church and church membership. Although a church may...
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...primary responsibilities of corporate board of directors: 1. Approve and monitor the enterprise’s strategy, created and formulated by CEO and Executive Leadership Team 2. Approve major financial decisions 3. Select the chief executive officer, evaluate the CEO and senior executive team, ensure executive succession plans 4. Provide counsel and support to the CEO 5. Ensure compliance However, board of directors often fall short in carrying out their five responsibilities due to limited time they have available, and the inadequate information provided to them. The board members, burdened by limited time and limited information, can participate in a more effective and efficient governance process by implementing Balanced Scorecard program. The program starts with an Enterprise Scorecard enabling the board to become more informed about the enterprise’s strategy so that it can perform better its responsibilities. The board can also create a Board Scorecard, which defines its primary outcomes, board processes, and skills, information, and meeting dynamics for more effective governance. Finally, executive scorecards enable the Board to evaluate the performance of each senior executive and his or her succession plans. Enterprise Balanced Scorecard Enterprise Scorecard describes the strategy of the organization, including strategic objectives, performance measures, targets, and initiatives. The enterprise scorecard has a dual role. First, and primarily, it is a powerful internal...
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...MANAGING INFORMATION SYSTEMS: A PRACTICAL ASSESSMENT TOOL Preview Version February 1999 By the Information Technology Resources Board www.itrb.gov FOREWORD The Information Technology Resources Board (ITRB) is pleased to issue Managing Information Systems: A Practical Assessment Tool. This instrument is designed to assist Federal agencies in understanding how to strategically apply information technology to achieve their missions and deliver services and products. The Assessment Tool contains a broad array of questions in nine areas from which to evaluate information technology systems: mission and vision, customers, business focus, executive direction, capital planning, project management, performance management, acquisition, and architecture. These questions reflect the ITRB members' extensive on-the-job experiences, as well as insights gained from assessments of critical information systems across the Federal government during the past several years. This is a preview version of the Assessment Tool, which will continue to be enhanced over time. Comments or suggestions for improving it should be sent to: Ginni Schaeffer Interagency IT Strategies Division 1800 F Street N.W. Room 2227 Washington, DC 20405 Additional information on the ITRB is available at www.itrb.gov Arnold Bresnick Chair Information Technology Resources Board ACKNOWLEDGEMENTS Information Technology Resources Board (ITRB) ...
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...THE ROLE OF CEO IN THE STRATEGIC PLANNING SYSTEM IN NIGERIAN BANKS BY DR. (MRS.) S. L. ADEYEMI DEPARTMENT OF BUSINESS ADMINISTRATION UNIVERSITY OF ILORIN ABSTRACT The purpose of this paper is to analyze the CEO’s strategic role in the strategic planning system in the Nigerian banking industry. 69 Chief bank planners were selected for the study from banks that are generally considered to be at the leading edge of bank strategic planning in Nigeria. The paper explores the key dimensions of CEO’s participation in and relationship to bank strategic planning. First the impact of the rapidly changing internal and external environment on bank planning was examined. The survey findings indicating the current involvement of banks CEOs in specific dimension of corporate strategic planning are evaluated. However, while CEOs recognise the need, strategic planning has never really caught on as a basic bank management tool. INTRODUCTION The strategic importance of the Chief executive officer (CEO) in big organization is widely recognized. Lorange, (1986). The magnitude of the CEO’s potential impact on the success of an organization highlights the need to more fully understand the ways a firm may attempt to ensure that CEO acts in a manner that maximizes firm success. As every banker in Nigeria is well aware today the changes that have occurred in commercial banking over the years, together with emerging trends in “how business is done have added a new challenging dimension...
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...IT Management * Does FFC have an IT strategic plan? Findings FFC has an IT strategic plan, which is consistent with its corporate strategic plan. The IT strategic plan outlines the objectives and strategies the information systems group will implement to assist FFC in meeting its overall business objectives. Comments FFC’s IT strategic plan is appropriate consistent with its corporate strategic plan, which indicates that IT goals are aligned with the organization’s strategic goals. * To whom does the Chief Information Officer (CIO) report? According to the EXHIBIT 1 of FFC Organization Chart, Executive Vice President and Chief Financial Officer is in charge of the four Senior Vice Presidents, including SrVP controller, SrVP Internal Audit, SrVP and CIO and SrVP and Treasurer. Thus the CIO reports to the Executive Vice President and CFO. * What key responsibility areas report to the CIO? Findings The CIO reviews the logs that show the actions of the Application VP’s user ID, which is responsible for the DBA function. All projects follow the applicable SSADM phases. The CIO periodically reviews each project’s required budget-to-actual reconciliation. The CIO manager reviews electronically submitted reports that list each user’s profile, note changes on the reports, and return the reports to the VP, IS. The VP then makes the appropriate modifications based on the returned reports. Comments EXHIBIT 1 indicates that the CIO is in...
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...The Balanced Scorecard (BSC) Framework, Implementation Methodology and Recommended Application - Executive Brief (April 2012) - Introduction Balanced Scorecard is an integrated, organization-wide management system that drives, in an aligned manner, the transformation, improvement and modernization efforts of all hierarchical levels towards the accomplishment of organization’s Strategy. For this reason, Balanced Scorecard is also known as a Strategy Execution system. More precisely, Balanced Scorecard represents a framework for aligned Strategic Planning and for the consistent management of the organizational and individual performance in the execution of the Strategic Plan. Furthermore, Balanced Scorecard is a communication tool that helps each employee better understand where the Strategy drives the organization, what the plan is for reaching that destination and what their departmental and individual measured contribution is to that convergent effort. With such understanding, the employees – whether directly involved in the planned Strategy Execution, or not – can also change and improve the way they perform their daily jobs through micro-decisions that are both convergent and complementary to the execution of organization’s Strategic Plan. BSC History Balanced Scorecard has been launched twenty years ago as a first set of principles for balanced strategic Objectives and Measures/KPIs setting and measurement. The “parents” of Balanced Scorecard are Dr. Robert S. Kaplan...
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...Explain why strategies fail? Understanding the value of and need for a strategic plan is a great place to start, but just wanting something, isn’t enough. Developing a strategic plan takes discipline, foresight, and a lot of honesty. Regardless how well you prepare, you’re bound to encounter challenges along the way. Some of the below mention factors contribute to failure of strategies. Poor Preparation of Line Managers: Numbers of companies have recognized that the responsibility for formulating strategy belongs to line managers, not staff planners. The latter’s role is supportive and facilitative. But in many instances, line executives have been inadequately prepared to assume this responsibility. Line managers need to understand the key concepts and language of strategic planning. It is unlikely that without some help, they will uniformly understand the operational meaning of such notions as ‘bases of competition’, ‘strategic issues’, ‘key success factors’, ‘portfolio role’, and ‘strategic management’. Typically, line managers view strategic planning as an additional burden imposed from above, diverting them from ‘running the business’. All too often, many line managers adopt a grudging, mechanistic approach to their planning duties. Small wonder that staff planners creep back in to lend a hand and help fill the void. Improving line managers’ understanding and skills in strategic planning through participation in ‘quick-fix’ management development courses often yields disappointing...
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...Question 1: provide a definition/ description of strategic planning process, addressing the critical issues/questions the process takes into account. Answers (a) Strategic planning process is an organization’s process, which is designed to identify a long-term goal or direction to develop the organization, and put into practice. Strategic planning guides conversations about an organization’s purpose, helps integrate perspectives from multiple stakeholders, and provides the steps to develop goals and objectives that will move the organization’s forward. (b) The specific issues would be various due to different standards and analysis techniques which applied to strategic planning. However, generally it is critical to cover these aspects as follows. Identifying the nonprofit organization's direction and mission. What’s the reason of the organizations exist? What do the organizations try to accomplish? How do the organizations to do to achieve their goals? What are the organization’s guiding principles? Evaluating the Internal and External Environment, Clarifying Critical Issues An assessment of internal environment Strengths and weaknesses An assessment of the external/market environment All organizations are under the operations with complex political, social and macroeconomic changes, so a sensible plan must reflect the assumptions that management people makes about the external environment under their study in various factors, such as economic and demographic...
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...Final Research Report - 7051-141-1 Colin Brand Page 1 of 240 EXPLORATORY STUDY ON HOW THE CEO FACILITATES THE STRATEGIC MANAGEMENT PROCESS WITHIN SMALL/MEDIUM SIZED COMPANIES ON THE JOHANNESBURG STOCK EXCHANGE (R10 – 80 MIL TURNOVER) A Research Report presented to the GRADUATE SCHOOL OF BUSINESS LEADERSHIP UNIVERSITY OF SOUTH AFRICA FINAL RESEARCH REPORT In partial fulfilment of the requirements for the MASTERS DEGREE IN BUSINESS LEADERSHIP UNIVERSITY OF SOUTH AFRICA BY COLIN GEORGE BRAND “A true leader has the confidence to stand alone, the courage to make tough decisions and the compassion to listen to the needs of others. He does not set out to be a leader, but becomes one by the equality of the integrity of his intent” (Douglas McArthur) Final Research Report - 7051-141-1 Colin Brand Page 2 of 240 ACKNOWLEDGEMENT PAGE This report is dedicated to the following exceptional people in my life, without whom, this would not have been possible. Special mention is to be made of Lindsay, my wife, for all her support. • Lindsay, Tamara, and Kyndra-Lee for their support and tolerance during a long and trying time. My sincere thanks and appreciation is extended to: • Professor Makin for her guidance. • Dr Sidney Shipham for his guidance. • The CEO’s, for affording me the opportunity to survey their environment as well as the Functional Managers, Supervisors and other members of companies who assisted by taking the time to complete the survey. • Professor...
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...Mark Sutter Interviewing, Hiring and Selection Case Question Why is Strategic Recruitment critical to the success of an organization in meeting its goals and mission? In order for an organization to meet its goals and mission, it must have employees that are skilled and trained to perform their jobs in such a way that the organization will benefit. Without planning in advance for the qualities and skill sets that are needed for quality job performance, a company would have a difficult time in meeting its goals. By planning to hire using the best options possible, companies can select the best candidates for their available positions. Hiring the right person is not by accident, but a planned process. This paper will discuss Heidrick & Struggles International, Inc. and their placement practices as a recruiting agency for major corporations as it relates to strategic recruitment. Summary of the Case Heidrick and Struggles is an executive search firm that had been in existence since 1953. In 1957, the firm went national, then international in 1968. At the time, their consultants were considered generalists, with no specializations, who felt as if they worked in a franchise instead of for the company as a whole. By 2008, Heidrick considered itself “the world’s premier provider of senior-level executive search and leadership consulting services” and focused on building leadership teams. Kevin Kelly had been appointed CEO of the company in 2006 and was concerned that...
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...Google Inc. (NASDAQ: GOOG) MB107 EXECUTIVE PRESENTATION ASSIGNMENT SHEET Friday, April 25, 2014 Gideon Putnam Resort Congratulations! You are now working for Google as part of a team charged with helping it navigate a chaotic business environment. Your team must both formulate a comprehensive strategic plan and propose specific actions to counter the threats posed by Apple, Amazon and Facebook to Google’s dominance of the world’s digital infrastructure as described in the assigned cases. Your team will present its strategic recommendations to senior executives at the Gideon Putnam Resort on Friday, April 25, 2014. Your presentation (not to exceed 25 minutes) will be followed by questions from the executives. These executives will evaluate your team based on your presentation’s substance, professionalism, effectiveness, and teamwork. A detailed copy of the evaluation form will be distributed at a later date. In order to complete this task, you must first get to know Google and its broad scale domestic (US) and international operations. Through extensive research, you’ll come to know more about Google’s mission and business model, which depends heavily on certain strategic vehicles as well as gathering comprehensive information about the needs, tastes and desires of businesses and individual consumers. This strategy ultimately depends on Google’s strategic positioning relative to its nearest competitor(s) in each of the major business arenas described in the assigned cases...
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...------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- MASTER IN BUSINESS ADMINISTRATION ------------------------------------------------- (GENERAL MANAGEMENT) ------------------------------------------------- ------------------------------------------------- MGT6033: COMPENSATION & BENEFITS MANAGEMENT ------------------------------------------------- ------------------------------------------------- COURSEWORK / ASSIGNMENT I ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- Prepared By: Lim Chee Seong (IC: 661007-08-6109) ------------------------------------------------- ...
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...Concepts Assessment 2: Report Report on Strategic Management at Eastman Kodak Prepared by: Alisiya Bell S2944536 Due Date: Tuesday, 23 September 2014 Word count: 1426 Introduction: Once a great leader and legendary brand in the photographic film industry, Eastman Kodak is now fighting to recover from a tech revolution that is strangling its core business. Kodak Chief Executive Antonio M. Perez is on the road to innovation. Taking in to consideration of the mistakes and lessons learnt from the past, Perez is reinventing the company’s core business model. As Perez reassembled the business he replaced a lot of executives to get the organisation on track. While Perez’s innovation of the organisation could be argued that this will help Kodak recover, there are also many substantial problems that could occur. One major problem for Kodak is the lack of strategic management. Although there are many various ways to define strategic management, David, F.R (2009) defines strategic management as a “continuous process of strategic analysis, strategy creation, implementation and monitoring, used by organisations with the purpose to achieve and maintain a competitive advantage.” Problem Identification: All main business ideas for Kodak seem to come just from the Chief Executive Perez. Leaving a lot of the main strategic planning just up to him. Kodak has previously displayed what an organisation with the absence of strategic management can look like. Therefor Perez...
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...Can strategic planning pay off? Louis V. Gerstner, Jr. In an article from the McKinsey Quarterly archives, Louis V. Gerstner, Jr., proposes four guidelines to help strategic planners make the crucial leap from plans to decisions. One of the most intriguing management phenomena of the late 6os and the early 70s has been the rapid spread of the strategic-planning concept. Except for the so-called computer revolution, few management techniques have swept through corporate and government enterprises more rapidly or completely. Writer after writer has hailed this new discipline as the fountainhead of all corporate progress. In 1962, one published report extolled strategic planning as “a systematic means by which a company can become what it wants to be” (Stanford Research Institute). Five years later, it was called “a means to help management gain increasing control over the destiny of a corporation” (R. H. Schaffer). By 1971, praise of strategic planning verged on the poetic; it had become “the manifestation of a company’s determination to be the master of its own fate . . . to penetrate the darkness of uncertainty and provide the illumination of probability” (S. R. Goodman). It is not surprising, therefore, that one company after another raced to embrace this new source of managerial salvation. As a result, most major companies today can boast a corporate-planning officer, often with full attendant staff. It seemed appropriate to ask some chief executives whether ...
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