Case Studies

Case 2

Client: Economic Development Commission

Topic: Development and Execution of strategic plan

Situation

Our client was:

  • A community based private economic development commission with a mandate to stimulate and enhance the community’s economic growth by investing in people, businesses, joint ventures as well as other economic opportunities in order for the community to be self sufficient in 25 years.

Challenges

The challenged faced by us were in:

  • The client had developed an activity based plan shortly before we began working with them. The plan lacked measurable targets to monitor progress towards the mission and vision for the life of the plan.
  • The plan did not take into consideration future environmental trends likely to impact the organization so that it could take proactive action to take into consideration opportunities and threats.
  • A top-level organizational plan with a mission and vision statement, SWOT analysis and objectives had been developed. Departments continued to operate in silos, as the organizational plan had not been cascaded to departments to create 3-5 year business plans aligned with the organizational plan.
  • Employees were disengaged from the strategic plan and planning process.
  • The strategic plan had been developed but the client did not have a systematic implementation process to implement the plan and keep it on track.

Approaches

The actions we took to address these challenges were:

  • Assisted the organization to develop a 4 level strategic plan, including a future-focused strategic plan which considered future environmental trends likely to impact the organization, refreshed the mission and vision; established the organizations strategic positioning; developed a balanced feedback system to measure progress towards the mission and vision over the life of the 3 year plan; assessed the gaps between where the organization wants to be (mission and vision) and it current situation; developed strategies to close the gaps and developed strategic action initiatives to implement the strategies; organized the action initiatives into a multi year plan.
  • Installed a systematic and disciplined process to successfully implement the strategic plan, resulting in the achievement of 100% of targets.
  • Assessed progress at the end of the year and updated the plan for the following year.
  • Year two, assisted each department to develop a departmental strategic plan, aligned with the organizational plan.
  • Carried out various assessment and studies over the life planning cycle
  • Developed departmental staff capability to set objectives and develop detailed work plans.
  • Assessed progress at the end of the year and updated the plan for the following year.
  • Developed an integrated organizational and departmental planning process.
  • Year three departmental leaders facilitated the departmental plans using a leader’s guide developed to ensure consistency.

Impact

Our actions resulted in:

  • Achieving 100% of results over the last 3 years
  • Enhanced alignment between the management team and board of directors towards the organization’s strategic priorities
  • Aligned the organization horizontally and vertically
  • Developed organizational strategic thinking capability focused on economic development.

 

Case 3

Client: Innovative education program for elementary schools

Topic: Strategic planning and renewal of the strategic plan

Background

Our client was:

  • A not-for-profit organization and registered charity that supports the science education of elementary students by providing exciting, hands-on, half-day science enrichment programs that transform students into active “scientists”, right in their classrooms
  • Had been growing at 20 – 30% every year of its 14 year history
  • Was reaching 250,000 students and their teachers in 9,000 Ontario classrooms

Challenges

The challenged faced by us were in:

  • Aligning board and staff vision for the future of the organization and then developing objectives for the next 3 years.
  • Determining appropriate organizational strategies to support ongoing growth and expansion
  • Creating action plans and developing a methodology for measuring their success

Actions

The actions we took to address these challenges were:

  • Facilitated a strategic planning process with the board of directors and senior staff to create a shared vision for the future of the organization and action plans to turn vision into reality
  • Introduced the client to a systematic process for reviewing progress quarterly meetings to track progress.
  • Created a 3 year strategic plan to support exponential growth and address key organizational infrastructure issues
  • Provided coaching for management team in the area of performance training to support excellence of program delivery in schools (Suggest that this one go after the next one since it is a more unrelated item)

Results

Our actions resulted in:

  • Alignment of the board and senior staff re the strategic direction of the organization
  • Enhanced alignment between the management team and board of directors towards the organization’s strategic priorities
  • Purposeful action plans and targeted goals on a timeline
  • Empowerment to achieve desired results
  • A measurement system for success
  • 28 of the 34 key strategic action items being achieved over the 3 year timeframe