Carolyn Miles, Save the Children

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En provenance du cours de University of Virginia

Strategic Planning and Execution

236 notes

University of Virginia

Strategic Planning and Execution

236 notes

Cours 4 sur 5 dans Specialization Business Strategy

Avoid the pitfalls of strategy planning and execution with the tools and skills from this course. You'll learn the pillars of strategy execution--analysis, formulation, and implementation--and how to use the 4A model to effectively approach strategy execution. Finally, a panel of leaders from entrepreneurs, nonprofits, and industry, share their expertise gleaned from years of successful strategy planning and execution.

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Practical Perspectives

This week we welcome guest speakers from a range of industries, from startups to nonprofits, to share their expertise from years of successful strategy development and execution. They'll communicate their best tips to help you develop your strategist's toolkit. We're also fortunate to be joined by Darden's Dean Scott Beardsley, whose 26 years with McKinsey informs the concrete tips he shares to improve strategy development and execution.

Welcome to Our Guest Speakers0:45

Shannon Smith, CEO Abundant Power2:43

Byrne Murphy, DigiPlex9:55

Carolyn Miles, Save the Children8:02

Rick Edmunds, Strategy& PwC10:59

Bob Hugin, Celgene7:19

Rick Paschal, Darden '895:29

Sunil Ghatnekar, The Coca-Cola Company2:51

Jerry Peng, Tranlin, Inc.10:15

Rencontrer les enseignants

Michael Lenox
Senior Associate Dean and Chief Strategy Officer
Darden School of Business
Jared Harris
Samuel L. Slover Research Chair in Business Administration
Darden School of Business
Scott Snell
E. Thayer Bigelow Research Professor in Business Administration
Darden School of Business

My background is probably a little bit different than others in terms of

strategy, because I've had both the for-profit background and

the non-profit background.

And I think as the leader of a large nonprofit, Save the Children,

strategy is a little bit different.

It's really tied to the mission.

And so for us, the mission of Save the Children is to inspire

breakthroughs in the way the world treats children and to make immediate and

lasting change in their lives.

And so the strategy really is guided by that mission in

a much bigger way, I would say, than in the for-profit world.

And so when you put that strategy together,

everything is really guided by the mission.

And so the goals that you set in that strategy and

the way that you develop the strategy is all to tie people back up to the mission.

And I think that really makes a big, big difference.

Well, I think strategy is really important.

And it's gotta be something that is a living process.

So if you put together a strategic plan,

it can't just be something that goes and kind of sits on a shelf.

It's gotta be something that people really use, and

I think what I've found has been really effective inside of

Save the Children is the engagement in the process of putting together a strategy.

So we spend a lot of time.

We just put together a brand new strategy, and it took us about 18 months.

And it was a global process, so it involved people from all over the world.

And it at times was slow, and I think a little bit painful, but

I find that if you go through that engagement process that, first of all,

you get a better strategy, so the strategy itself is much, much stronger.

Because you've got input from people all over the organization,

from all different levels, from all different places,

from all different countries, so it ends up to be stronger.

But it's also,

you've got people already bought in by the time you have the strategy completed.

So, so many people have been engaged that they already know what it's about,

they've already bought in, and so the roll out of a plan, or a strategy, is so much

easier when you've had people involved and engaged with putting it together.

So I think that's really important.

We always start with a mission, so what's the mission of the organization?

And it is about inspiring these breakthroughs and

making immediate lasting change in kids' lives.

And then it's about the goals that you set under that strategy.

So for example, as I said we've just finished a strategy process

here at Save the Children and we basically set three goals.

And we looked out 15 years, so

we didn't focus on kind of our immediate strategic plan.

We said, what do we want the world to look like in 15 years for

children around the world?

And we set three goals.

The first one was we want to end the preventable deaths of kids under five,

and sadly about 6 million children

still die every year of things that we can prevent that they don't need to die from.

So that was our first goal.

Our second goal is around our other big area of work, which is education, and

it was to get every child into school.

That's the first step.

But not just get kids into school, but

actually make sure that they learn because many of the children that we serve

get to the fifth grade or the sixth grade, and that's it.

So if they don't learn to read, if they don't learn to write and

get basic numeracy, they never will.

So that was our second goal.

And our third goal, our third vision for the next 15 years was to change the way

the world thinks about violence against children.

And if you think about it,

violence is accepted kind of everywhere in the world and we want to change that.

And we want to make sure that kids are not taken advantage of in war situations,

that they're protected from violence and natural disasters,

that you don't have high rates of child labor, those kinds of things.

So [COUGH],

those three goals really then guided everything that we did under the strategy.

So everything that we put together in that strategic plan for

the next three years was guided by those 15 year goals.

And we said, well, what do we have to actually do to get further down the road

on ending preventable deaths, on getting every child into school,

on changing the way the world thinks about violence?

And from there you just kind of ladder all the different things that you've gotta do

and all the different levers I guess that we have in order to move those things.

Well, I talked a little bit about engagement, and

I think that's one of the most important tools, actually, in developing a strategy.

We have frameworks, and we have all sorts of tools, I guess, that we use,

but I would say the most important thing is engaging people from a large,

diverse group of people in your organization in developing a strategy.

So it can't be a top-down.

It also can't be a bottoms-up.

It's got to be kind of all levels of your organization, and

I think getting people truly engaged and giving them not only the opportunity,

but the responsibility for putting that strategy together.

So saying to groups of people,

this is yours to develop in a way that you really think is going to drive our goals,

and make a change for children in the world that we want.

And that's really empowering to people, and as I said the buy in then is just so,

in so many levels, so much deeper when you do it that way.

I think when you think about putting together strategies inside a non-profit,

again, as I said, you've gotta start with a mission.

That's so important, so there's nothing that you would do

that wouldn't really be supporting that mission.

So that's super important.

I talked a little bit about engagement.

I think the other thing is making sure that you are looking at

the external issues.

So one of the things that we did in putting together our strategy is

because the world is changing,

particularly for non-profits, I mean it changes for everyone very quickly, but for

us it's changing really quickly right now with mobile and digital and

all the things that are happening in terms of using technology.

You've gotta do a really good job of looking at the external environment and

the environment not only that you're operating in right now, but

the one that you probably will be operating in five years from now.

So that's a really important piece of putting together strategy.

I think inside non-profits,

as I said, it's got to be a very consultative process.

You would never come in and kind of say, we'll take three people off in a room and

write a strategy together, that would not work.

So I think that engagement piece, again, is really critical.

I think also thinking about what are the top-level goals.

As I said for us, setting those three goals really allowed us to have

everything that we do really contributing to those and that's really important.

Metrics are super important.

We spend a lot of time on deciding, then, how will we actually measure our strategy,

what do our dashboards look like?

We try to make those very relatively straightforward and simple so

that every person in the organization can look at a dashboard and really know how

are we doing, or how are we doing against those goals and those sub goals?

And I think again, that's really important, measuring that progress.

So those are just some of the thoughts, I think, of how you take that mission and

make it into a strategy inside of a nonprofit organization.

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