2.0 Strategic Planning

2.0 Strategic Planning

 

Objective: Develop, implement, modify and measure progress on a strategic plan that drives the SBDC network toward its established mission and vision.

 

2.1 Strategy Development

 

2.1 (a) Strategy Development Process

The SBDC has a process to address its strategic challenges and leverage its strategic advantages and opportunities. The process, at a minimum, must include identifying, collecting and analyzing relevant information critical to achieving the program’s vision.

 

Describe the strategic planning process to include:

  • The vision, values and mission of the SBDC
  • The key steps in the strategic planning process, the participants, and the planning horizons
  • How data and information is analyzed to identify opportunities
  • How strategic opportunities are identified that align with the needs of key stakeholders, and how these needs translate into customer services and products or into new market opportuniti (*)
  • The core competencies, financial and other resources needed to achieve the key strategic priorities (*).
  • How Key success factors are identified.
  • How you have improved the planning process.

 

 

2.1 (b) Strategic Priorities

The strategic planning process identifies key strategic priorities, measures and timetables.

 

Provide the strategic plan in the attachments and describe:

  • How key strategic priorities address challenges; leverage core competencies, strategic advantages and opportunities; and the needs of key
  • Key strategic priorities. (*)
  • The most important goals for these key strategic priorities and the timetable for achiev (*)
  • What changes, if any, are planned in the services provided, client segments, emerging markets and operations (*).

 

 

 

2.2   Strategy Implementation

The SBDC has a process to deploy the strategic plan throughout the network, which includes identifying necessary resources, measuring progress and modifying priorities.

 

Describe how:

  • Strategic priorities are converted into actions (*)
  • Actions are deployed throughout the
  • Workforce capabilities and capacities, and other resources are sufficient to support the achievement of the action plans (*).
  • Key performance measures and/or indicators for tracking progress are defined and projected into the future (*).
  • Plans are modified if circumstances require a shift and how new plans are e

 

 

 

Notes:

 

2.0: The strategic planning process may vary based upon the needs, size, challenges and opportunities within the SBDC.

 

2.1: This item deals with your overall organizational strategy, which might include changes in offerings and client/stakeholder engagement processes. However, you should describe the client engagement and service design processes in Categories 3 and 6 as appropriate.

 

“Strategy development” refers to your SBDC’s approach to preparing for the future. In developing your strategy, you might use various types of forecasts, projections, options, scenarios, knowledge (see Categorie 4 for relevant organizational knowledge), analyses, or other approaches for envisioning the future in order to make decisions and allocate resources.

 

The term “strategy” should be interpreted broadly. Strategy might be built around or lead to any or all of the following: new products (services); redefinition of key customer (client/stakeholder) groups or market segments; new core competencies; revenue growth via various approaches including grants, endowments, new partnerships and alliances; improvements in operational efficiencies or work processes; and/or new employee or volunteer relationships. Strategy might be directed toward becoming a preferred provider in each of your major markets, a low‐cost provider, a market innovator, or a provider of customized products or services. It might also be directed toward meeting a community or public need.

 

2.1 (a): Strategic opportunities arise from outside‐the‐box thinking, brainstorming, capitalizing on serendipity, research and innovation processes, extrapolation of current conditions, and other approaches to imagining the future. The generation of ideas that lead to strategic opportunities benefits from an environment that encourages non‐directed, free thought and common sense.  Choosing which strategic opportunities to pursue involves considering relative benefit versus risk, whether financial and/or otherwise, and making intelligent choices.

 

2.1 (a): Additional items described in a strategic planning process may include:

  • Development of the vision, values and mission of the SBDC
  • The SBDC’s strengths, weaknesses, opportunities, and threats
  • How analysis of performance is compared to other organizations’ performance

 

2.2: The development and deployment of your strategy are closely linked to other Standards. The following are examples of key linkages:

  • Standard 2: how senior leaders set and communicate organizational direction
  • Standard 3: how you gather customer (client/stakeholder) and market knowledge as input to your strategy and action plans and to use in deploying action plans.
  • Standard 4: how you measure and analyze data and manage/use knowledge to support key information needs, provide an effective basis for performance measurements, and track progress on achieving strategic
  • Standard 5: how you meet workforce capability and capacity needs, determine needs and design your workforce learning and development system, and implement workforce related chan
  • Standard 6: how you address changes to your work processes resulting from action plans.