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Introduction to Strategic
Development Planning
in Organizational
Development

R y a n A n t h o n y M a n u b a y, L P T, M A E M
Speaker

November 27-29, 2024

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ClickObjectives
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• Understand the fundamentals of strategic

development planning and its role in
organizational development.
• Develop SMART goals and action plans aligned
with strategic objectives and key result areas.
• Promote a collaborative approach to planning that
values diverse perspectives and stakeholder
involvement.
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What is Strategic Development Planning?
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•Definition: Strategic development planning is a structured process for defining an
organization’s direction, setting measurable goals, and allocating resources to achieve them.
This roadmap helps organizations achieve long-term success and adapt to changing
environments (Mintzberg, 1994).

•Core Purpose: To provide clear direction, facilitate informed decision-

making, promote adaptability, and support sustainable growth (Ansoff, 1991).

Key Benefits:
1. Improved Focus: Strategic planning provides clarity on organizational priorities.

2. Efficient Resource Allocation: Resources are directed toward the most impactful areas.
3. Enhanced Accountability: By setting KPIs, organizations promote transparency and
accountability.
4. Resilience: Strategic planning helps organizations remain adaptable and responsive
to change (Kaplan & Norton, 2008). 3
 Core Components of Strategic Development Planning
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1. Vision and Mission Statements: Define the organization’s long-term
purpose and high-level goals (Kotler & Keller, 2016).

2. Core Values: Outline guiding principles that shape the organization’s culture.

3. Strategic Objectives: Establish measurable goals aligned with the

organization’s mission.

4. Key Result Areas (KRAs): Identify areas where success will be measured
to drive achievement.

5. Annual Deliverables/Major Final Outputs (MFOs): Outline yearly targets

aligned with KRAs to ensure progress toward long-term goals.

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 Organizational Development Theories
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1. Lewin's Change Management Model

•Author: Kurt Lewin

•Theory Overview: Lewin's model (1947) is one of the earliest and most influential theories
in organizational change, proposing a three-stage process for change: Unfreeze, Change,
and Refreeze. This model emphasizes the need for preparing an organization for change
(Unfreeze), implementing the change (Change), and stabilizing the new state (Refreeze).

•Reference:

Lewin, K. (1947). Frontiers in group dynamics: Concept, method and reality in social
science; social equilibria and social change. Human Relations, 1(1), 5–41.
https://doi.org/10.1177/001872674700100103

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2. The Action Research Model

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Author: Kurt edit Master title style
•Theory Overview: This model involves a cycle of planning, action, and evaluation, where an
organization actively participates in identifying issues, implementing change, and assessing
outcomes to continually improve.

Reference:
Lewin, K. (1946). Action research and minority problems. Journal of Social Issues, 2(4), 34–46.
https://doi.org/10.1111/j.1540-4560.1946.tb02295.x
3. Schein’s Model of Organizational Culture and Leadership

•Author: Edgar H. Schein

•Theory Overview: Schein’s model (1985) focuses on how an organization’s culture affects its
capacity for change. Schein identifies three levels of organizational culture—artifacts, espoused
values, and underlying assumptions—and argues that understanding these layers is critical for
effective organizational development and leadership.
Reference:
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Schein, E. H. (1985). Organizational culture and leadership. Jossey-Bass.
4. Organizational Development Theory

ClickCummings,
•Authors: to edit Master
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•Theory Overview: Cummings and Worley (2009) propose a comprehensive approach to
organizational development that includes diagnostic frameworks, intervention strategies, and a focus
on building a collaborative and adaptive work culture. This theory integrates multiple OD approaches
for sustainable change.

Reference:
Cummings, T. G., & Worley, C. G. (2009). Organization development and change (9th ed.). Cengage
Learning.
5. Systems Theory of Organizational Development
•Authors: Ludwig von Bertalanffy (pioneered Systems Theory), applied to OD by Peter Senge

•Theory Overview: Systems theory, popularized in OD by Senge’s The Fifth Discipline, views
organizations as complex systems with interrelated parts. Senge emphasizes learning and adaptability,
introducing the concept of a "learning organization" that continually evolves through collective growth
and improvement.
•Reference:
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Senge, P. M. (2006). The fifth discipline: The art and practice of the learning organization. Doubleday.
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6. Appreciative Inquiry (AI) Model

•Authors: David Cooperrider & Suresh Srivastva

•Theory Overview: The AI model focuses on identifying and building on an

organization’s strengths rather than solely focusing on problems. Through a
cycle of Discovery, Dream, Design, and Destiny, AI fosters a positive and
empowering approach to organizational change.

•Reference:
Cooperrider, D. L., & Srivastva, S. (1987). Appreciative inquiry in organizational
life. Research in Organizational Change and Development, 1, 129–169.

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 The Strategic Development Planning Process
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1. Preparation Phase

•Environmental Scanning: Conduct a SWOT analysis to examine strengths, weaknesses,

opportunities, and threats (Gürel & Tat, 2017).

•Stakeholder Identification: Define key stakeholders and their roles in the planning process.

•Data Review: Analyze historical data and past strategies for context.

2. Planning Phase

•Setting Strategic Objectives: Develop SMART goals aligned with organizational priorities.

•KRAs Definition: Set specific, measurable areas for tracking success.

•Formulating Action Plans: Break down objectives into actionable steps with assigned roles and
timelines (Bryson & Alston, 2011).
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3. Execution Phase
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•Resource Allocation: Ensure financial, human, and technological resources are aligned with
strategic priorities.

•Team Engagement: Build commitment through transparent communication and training.

•Implementation: Execute action plans in alignment with strategy and timelines (Thompson &
Strickland, 2001).

4. Monitoring and Evaluation Phase

•Tracking Progress: Use KPIs to measure progress toward KRAs and MFOs.

•Gathering Feedback: Regularly review and adjust based on performance data.

•Adapting Strategies: Maintain flexibility to adapt to changing needs or insights (Kaplan & Norton,
2008).
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 Click Roles
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Strategic Development

1. Leadership/Executive Team

•Role: Visionaries and Decision-Makers

•Responsibilities:
• Define Vision and Strategic Direction: Establish the organization’s overarching vision,
mission, and long-term goals.

• Resource Allocation: Approve budgets, allocate resources, and provide necessary support
for strategic initiatives.

• Set Policy and Governance Standards: Establish frameworks that guide the
organization’s values and strategic priorities.

• Empower and Support Teams: Motivate and inspire staff to align with strategic goals and
promote a culture of accountability (Ulrich & Brockbank, 2005).
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2. to Heads/Managers
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•Role: Translators of Strategy into Action

•Responsibilities:

• Develop Departmental Objectives: Translate organization-wide strategic goals into

specific, actionable objectives for their teams.

• Oversee Resource Utilization: Ensure efficient use of resources within the department to
meet strategic targets.

• Monitor Performance: Track and report progress, using KPIs to measure success against
strategic objectives.

• Facilitate Communication and Alignment: Serve as a bridge between the executive team
and frontline employees, ensuring that everyone understands and supports the strategic
direction (Bryson, 2018).
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3. to edit
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•Role: Process Facilitators and Change Champions

•Responsibilities:

• Guide the Strategic Planning Process: Facilitate workshops, help teams set goals, and
assist in developing action plans.

• Promote Alignment and Consistency: Ensure that all departments are working toward a
unified set of goals and that strategic initiatives align with the organization’s values and
vision.

• Support Change Management: Drive initiatives to promote adaptability and resilience,

especially during transitions or shifts in strategic focus.

• Evaluate and Refine Processes: Gather data on strategy implementation and provide
feedback to improve the planning and execution process (Cummings & Worley, 2014).
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4. Employees/Staff

•Role: Implementers and Contributors

•Responsibilities:

• Execute Action Plans: Carry out tasks and projects that align with strategic objectives.

• Provide Ground-Level Insights: Share feedback and observations with management

to help refine strategies and address challenges.

• Commit to Continuous Improvement: Engage in training and development

opportunities to enhance skills and contribute more effectively to strategic goals.

• Support Team Goals and Culture: Collaborate with colleagues, aligning efforts with the
organization’s mission and values (Kaplan & Norton, 2008).

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5. Key Stakeholders

•Role: External Influencers and Contributors

•Responsibilities:

• Participate in the Planning Process: Offer insights, expectations, and feedback

that help shape organizational goals.

• Provide Support and Resources: Some stakeholders may offer financial,

technical, or logistical support for strategic initiatives.

• Monitor Organizational Progress: Maintain an ongoing interest in the

organization’s development and success, providing input or accountability as
needed.

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 Keys to Effective Strategic Planning
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1. Inclusive and Collaborative Planning

•Engage Diverse Stakeholders: Involve representatives from all levels of the organization,
including leadership, managers, frontline staff, and key stakeholders, to gather a wide range of
perspectives and insights.

•Foster Buy-In and Commitment: Engaging stakeholders from the start helps create a shared
vision, making it easier to gain commitment to strategic objectives and initiatives (Bryson, 2018).

2. Data-Driven Decision Making

•Conduct Thorough Analysis: Use tools like SWOT and PESTLE analyses to evaluate the
organization’s strengths, weaknesses, opportunities, and external challenges.

•Leverage Metrics and KPIs: Set measurable objectives and key performance indicators (KPIs) to
track progress and make informed adjustments based on data.

•Align Resources Based on Insights: Allocate resources effectively to areas with the highest
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potential for impact, backed by solid data (Kaplan & Norton, 2008).
3. Setting Clear and Achievable Goals
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•SMART Objectives: Ensure all goals are Specific, Measurable, Achievable, Relevant, and Time-
bound to create clarity and focus.

•Define Key Result Areas (KRAs) and Major Final Outputs (MFOs): Identify critical areas and
outcomes that will drive progress towards the organization’s vision.

•Prioritize Strategic Initiatives: Focus on a few high-impact goals that align with the mission, rather
than trying to pursue too many objectives at once (Kotter, 1996).

4. Continuous Communication and Transparency

•Regular Updates and Check-Ins: Maintain open lines of communication through regular meetings,
progress updates, and feedback sessions to keep everyone aligned and informed.

•Build a Culture of Openness: Encourage questions, suggestions, and transparency around

strategic priorities, ensuring that all team members understand their role in the process.

•Celebrate Milestones: Recognize achievements and small wins along the way to sustain motivation
and reinforce commitment to the plan (Lencioni, 2002). 17
 5. Flexibility and Adaptability
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•Be Prepared for Change: Recognize that circumstances can evolve, and plans may need to be
adjusted. Maintain flexibility to pivot when needed.

•Encourage Innovation: Promote creative problem-solving to address challenges and seize new
opportunities that align with strategic goals.

•Regularly Review and Adjust: Establish a cycle of monitoring, feedback, and revision to ensure
that the strategic plan remains relevant and responsive to changes (Mintzberg, 1994).

6. Commitment to Continuous Improvement

•Reflect on Lessons Learned: After each planning cycle, conduct a review to assess what worked
well and what could be improved.

•Invest in Skill Development: Equip team members with training and tools to enhance their ability to
contribute to strategic initiatives.

•Foster a Growth Mindset: Encourage a culture of learning and improvement, where mistakes are
viewed as opportunities for growth and development (Senge, 2006). 18
Click Challenges
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and Solutions style Development Planning
in Strategic

•Challenge: Resistance to Change

• Solution: Foster an open communication culture to support change.

•Challenge: Limited Resources

• Solution: Prioritize key objectives and explore partnerships for additional resources.

•Challenge: Cultural Misalignment

• Solution: Align objectives with core values to promote buy-in.

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Click to edit Master title
Workshop style
Proper

1. Introduction to Workshop Activities:

•Briefly outline the workshop’s interactive activities, explaining their purpose in reinforcing
strategic planning skills and concepts.

2. Breakout Sessions:

•Activity 1: SWOT Analysis Exercise

• Participants will work in small groups to conduct a SWOT analysis of a sample
organization or their own department.

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3. Group Discussions and Presentations:

•After each activity, groups will present their findings and action plans to the entire workshop,
promoting collaborative learning and sharing of ideas.

4. Feedback and Reflection:

•Facilitate a short debrief where participants can discuss the challenges they faced, insights
they gained, and ways they plan to apply these skills in their roles.

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 Summary and Key Takeaways
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1. Strategic Planning as a Critical Tool for Growth

•Purpose and Value: Effective strategic planning enables organizations to set a clear direction, align
resources, and anticipate future challenges, driving sustainable growth and resilience.

•Outcome-Oriented Approach: By focusing on measurable objectives, organizations can track

progress, adjust as needed, and celebrate achievements that contribute to long-term success
(Bryson, 2018).

2. Collaborative and Inclusive Planning Process

•Engagement at All Levels: Including diverse perspectives—from executives to frontline staff—

enhances commitment to shared goals and enriches the planning process with insights from every
organizational layer.

•Stakeholder Alignment: Ensuring alignment among departments and stakeholders reduces

resistance and fosters a unified effort towards achieving strategic priorities (Mintzberg, 1994).
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3. The Importance of Data and Analysis

•Informed Decision-Making: Tools like SWOT analysis, PESTLE analysis, and KPIs are
essential for understanding internal and external environments and for making strategic decisions
based on real insights.

•Adaptability and Responsiveness: Data-driven insights allow organizations to pivot and adapt
plans as new information emerges, enhancing strategic flexibility (Kaplan & Norton, 2008).

4. Clear, Actionable Goals and Accountability

•SMART Goals and Key Result Areas (KRAs): Setting specific, measurable goals with clear
accountability structures ensures that everyone understands their role in achieving organizational
objectives.

•Actionable Steps: Breaking down goals into step-by-step action plans supports organized and
efficient implementation, fostering confidence in the strategic direction (Kotter, 1996).

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5. Building a Culture of Continuous Improvement

•Learning and Reflection: Regular reviews and feedback loops help organizations
learn from successes and setbacks, improving strategic planning skills over time.

•Empowering Teams to Innovate: Encouraging innovation and growth within teams

supports a dynamic culture that embraces change and seeks constant improvement
(Senge, 2006).

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Key Takeaways:

•Strategic Planning Drives Impact: An effective strategic planning process aligns the
organization with its mission and prepares it to navigate future challenges.

•Collaboration is Essential: Success in strategic planning depends on strong

communication and inclusive engagement across all organizational levels.

•Focus on Measurable Outcomes: Setting clear goals and tracking performance

enables organizations to achieve their vision systematically.

•Commit to Adaptability and Learning: Continuous improvement and a willingness to

adapt are vital for sustaining long-term success in an evolving environment.

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References:
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Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to
strengthening and sustaining organizational achievement (5th ed.). Wiley.

Cummings, T. G., & Worley, C. G. (2014). Organization development and change (10th ed.). Cengage
Learning.

Kaplan, R. S., & Norton, D. P. (2008). The execution premium: Linking strategy to operations for
competitive advantage. Harvard Business Press.

Kotter, J. P. (1996). Leading change. Harvard Business Review Press.

Lencioni, P. M. (2002). The five dysfunctions of a team: A leadership fable. Jossey-Bass.

Mintzberg, H. (1994). The rise and fall of strategic planning: Reconceiving roles for planning, plans,
planners. Free Press.

Senge, P. M. (2006). The fifth discipline: The art and practice of the learning organization (Rev. ed.).
Doubleday. 27
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“ “A learning organization is a place

where people continually expand their
capacity to create the results they truly
desire.”

- Peter Senge

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Thank
You

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