1. HARVESTHOUSE
INTERNATIONAL BIBLE
COLLEGE
Topic: ADVANCED
STRATEGIC PLANNING
By
Lecturer : John IBEBUNJO
1

2. Learning Objectives
Part I: Laying the Foundation for Your Strategic
Plan
Part II: Looking Backward to Move Forward
Part III: Sizing Up Your Current Situation
Part IV: Moving Your Organization into the Future
Part V: Creating and Making the Most of Your
Plan
Part VI: The Execution of your Plans
2

3. Putting Your Strategic Plan
To Work With Implementation
Implementing your strategic plan
is as important, or even more
important, than your strategy.
3

4. Putting Your Strategic Plan
To Work With Implementation
It is the critical actions that move
a strategic plan from a document
that sits on the shelf to actions
that drive Church Growth.
4

5. Putting Your Strategic Plan
To Work With Implementation
The sad reality is that the
majority of churches who have
strategic plans fail to implement.
……Don’t be part of the majority!
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6. According to Fortune Cover story in
1999….the reasons why Strategic Plan
Implementation fail is:
 60% of organizations do not link strategy to
appropriate budgeting
 75% of organizations do not link workforce
incentives to strategy
 86% of Leaders and Administrators spend less
than one hour per month discussing strategy
6
 95% of any typical workforce does not
understand their organization’s strategy

7. Church Strategic Planning
 The
process of envisioning a
Church’s future and developing
the necessary procedures and
operations to achieve that future.

8. Strategic Plan :vs: Implementation
A Strategic Plan provides an Organization
with the;
 Roadmap it needs to Pursue a specific
strategic direction and set of
performance goals.
 Roadmap it needs to Deliver customer
value, and be successful.
8

9. Strategic Plan :vs: Implementation
Implementation is;
 The process that turns strategies and plans
into actions in order to accomplish strategic
objectives and goals.
Strategic plan addresses
 The what and why of activities,
Implementation addresses
 The who, where, when, and how of Activities.
9

10. Getting Ready for
Implementation….Eccl 10:15
•
(AMP) The labor of fools wearies every one of them,
because [he is so ignorant of the ordinary matters
that] he does not even know how to get to town.
•
(CEV) Fools wear themselves out-- they don't know
enough to find their way home.
•
(CJB) The efforts of a fool wear him out; he doesn't
even know the way to town!
10

11. Five key Elements of
IMPLEMENTATION:
People – Make sure you surround yourself with the right
people on board with the right competencies and skills to
support your plan.
Resources – You’ll need sufficient funds and enough time to
support implementation. This includes;
•Realistic time commitment from your workforce.
•Clear identification of associated expenses.
•Be prepared as well that workforce will need enough time to
implement what may be additional activities that they aren’t
currently performing.
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12. Five key Elements of
IMPLEMENTATION:
Structure – Be sure to set your structure of management,
appropriate lines of authority, and clear lines of
communication with your workforce.
A plan administrator and regular strategy meetings are two
of the easiest ways to put a structure in place.
Systems – Both management and technology systems help
track the progress of the plan and make it faster to adapt to
changes. Be sure to include milestones with achievements
and specified time frames as part of you plan.
12

13. Five key Elements of
IMPLEMENTATION:
Culture – Create an environment that connects your
workforce to the organization’s mission and that makes them
feel comfortable. You can reinforce the importance of
focusing on strategy and vision by rewarding success. There
should be some creative positive and negative
consequences for achieving or not achieving the strategy so
people make it a priority.
13

14. Avoiding the
Implementation pitfalls:
Here are the most common reasons strategic plans fail:
Lack of ownership: The most common reason a plan fails
is lack of ownership. If people don’t have a stake and
responsibility in the plan, it’ll be business as usual for all but
a frustrated few.
Lack of communication: The plan doesn’t get
communicated to the workforce, and they don’t understand
how they contribute to it’s success.
14

15. Avoiding the
Implementation pitfalls:
Getting consumed in the day-to-day: Leaders and
managers, consumed by daily operating problems, lose
sight of long-term goals. Out of the ordinary: The plan is
treated as something separate and removed from the
management process.
An overwhelming plan: The goals and actions generated in
the strategic planning session are too numerous because
the team failed to make tough choices to eliminate noncritical actions. Employees don’t know where to begin.
15

16. Avoiding the
Implementation pitfalls:
A meaningless plan: The vision, mission, and value
statements are viewed as fluff and not supported by actions
or don’t have workforce buy-in.
Annual strategy: Strategy is only discussed at yearly
weekend retreats. _ Not considering implementation:
Implementation isn’t discussed in the strategic planning
process. The planning document is seen as an end in itself.
No progress report: There’s no method to track progress,
and the plan only measures what’s easy, not what’s
important. No one feels any forward momentum.
16

17. Avoiding the
Implementation pitfalls:
No accountability: Accountability and high visibility help
drive change. This means that each measure, objective,
data source, and initiative must have an owner.
Lack of empowerment: Although accountability may
provide strong motivation for improving performance,
workforce must also have the authority, responsibility, and
tools necessary to impact relevant measures. Otherwise,
they may resist involvement and ownership. It’s easier to
avoid pitfalls when they’re clearly identified. Now that you
know what they are, you’re more likely to jump right over
17them!

18. Acid Test for Successful
Implementation:
 How committed are you to implementing the
plan to move your church forward?
 How do you plan to communicate the plan
throughout the church?
 Are there sufficient people who have a buy-in to
drive the plan forward?
 How are you going to motivate your people?
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19. Acid Test for Successful
Implementation:
 Have you identified internal processes that are
key to driving the plan forward?
 Are you going to commit money, resources, and
time to support the plan?
 What are the roadblocks to implementing and
supporting the plan?
 How will you take available resources and
achieve maximum results with them?
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20. STRATEGY EXECUTION

21. EXECUTION


Execution is a discipline and integral part to
strategy.
No worthwhile strategy can be planned
without taking into account the organization’s
ability to execute and implement it.

22. Execution is the major job of the
Departmental/ Functional Heads


Execution requires a comprehensive
understanding of the business, people,
environment and philosophy of that organization.
The leader of that functional group is the only
person in a position to achieve that
understanding.
Only the leader can make execution happen,
through his/her deep personal involvement in the
substance and even the details of execution and
his ability to gain a buy-in from the people.

23. Execution Must be a core element of
an Organization’s culture

Execution has to be embedded in the reward
systems and in the norms of behaviour that
everyone practices in an organization.

24. Three Building Blocks of
Execution



Building Block One: The Leader’s Seven
Essential Behaviors
Building Block Two: Creating an Execution
Culture.
Building Block Three: The Job No leader
should delegate – Having the right people in
the right place.

25. The Leader’s First Essential
Behaviors
1. Know Yourself;
–
–
–
Without emotional fortitude you cant be honest with yourself,
you cant deal with the realities of your people and your
organization if you cant give a forthright assessment of
yourself
Know your strength, weaknesses & special endowments
Have Emotional Intelligence


“Emotion”: “a natural instinctive state of mind deriving from one’s
circumstances, mood, or relationships with others….intuitive
instinctive as distinguished from reasoning or knowledge”.
“Intelligence”: “the ability to acquire and apply knowledge and
skills”

26. The Leader’s Second Essential
Behaviors
2. Know Your People and Know your
Organization;
–
Leaders have to know their business and know
their people. The leaders of churches and ministry
are usually in touch with the day to day realities of
church and the happenings in the lives of their
members.

27. The Leader’s Third Essential
Behaviors
3. Insist on Realism;
–
Realism is the heart of execution, but many
churches and ministries are full of people who are
trying to avoid or shade reality- they are either
“forming” or “hiding stuff.”
–
Start by being realistic yourself. Then make sure
realism is the goal of all dialogues in the ministry.

28. The Leader’s Fourth Essential
Behaviors
4. Set Clear goals and Priorities;
–
Leaders who execute focus on a very few clear
priorities that everyone can grasp
(this one thing I do)
–
Focusing on three or four priorities will produce
the best results for the resources at hand..

29. The Leader’s Fifth Essential
Behaviors
5. Follow Through;
–
Clear, simple goals don’t mean much if nobody
takes them seriously
–
The failure to follow through is widespread in
churches and ministries, and is a major cause of
poor execution.

30. The Leader’s Sixth Essential
Behaviors
6. Reward the Doers;
–
If you want people to produce specific results, you
reward them accordingly.
–
The fact seem so obvious, yet many corporation
do such a poor job linking rewards to performance
that there’s little correlation at all.

31. The Leader’s Seventh Essential
Behaviors
7. Expand people’s capabilities via
Coaching;
–
As a leader, you’ve acquired a lot of knowledge
and experience-even wisdom – along the way.
Your job is passing it on the next generation of
leaders.
–
This is how you expand the capabilities of
everyone else in your organization, collectively
and individually.

32. Leadership, Strategy and
Deployment in the Church
Pastor John Ibebunjo
Harvesthouse Int’l Church
“Lecturer on Strategy”

33. Leadership
 The
ability to positively influence
people and systems to have a
meaningful impact and achieve
results

34. Church Strategic Planning
 The
process of envisioning a
Church’s future and developing
the necessary procedures and
operations to achieve that future.

35. Core Leadership Skills





Vision
Empowerment
Intuition
Self-understanding
Value congruence
Strategist on Leadership and
Management Issues

36. Strategic Leadership Value Triangle
Value
Decision
making
/ Action
Knowledge
Information
Data Base
Volume

37. Leading Practices - Leadership





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Create a member-focused strategic vision and clear
quality values
Create and sustain leadership system and
environment for empowerment, innovation, and
organizational learning
Set high expectations and demonstrate personal
commitment and involvement in quality
Integrate quality values into daily leadership and
management and communicate extensively
Integrate public responsibilities and community
support into church practices

38. Strategic Leadership
Competencies








Setting or sharing a vision
Managing a change
Focusing on the customer
Dealing with individuals
Supporting teams and groups
Sharing information
Solving problems, making
decisions
Managing Church processes









Managing projects
Displaying Ministerial skills
Managing time and resources
Taking responsibility
Taking initiative beyond job
requirements
Handling emotions
Displaying Ministerial ethics
Showing compassion
Making credible presentations

39. Strategic Leadership and Public
Responsibilities




Ethics
Health, safety, and environment
Community support
Problem solving

40. Strategic Planning
“A strategy is a pattern or plan that integrates
an organization’s major goals, policies, and
action sequences into a cohesive whole.”
James Quinn
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Formal strategy includes:
 Goals to be achieved
 Policies to guide or limit action
 Action sequences, or programs,
that accomplish the goals

41. Tasks Accomplished
by Strategic Planning




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Understand important membership and
operational requirements
Optimize use of resources and ensure
bridging between short-term and longer-term
requirements
Ensure that quality initiatives are understood
at all levels of the church
Ensure that workforce organizations and
structures will facilitate accomplishment of
strategic plan

42. Leading Practices of Strategic
Planning




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Active participation of top management,
workforce, members, visitors
Systematic planning systems for strategy
development and deployment, including
measurement, feedback, and review
Use of a variety of external and internal
data
Align short-term action plans with longterm strategic objectives, communicate
them, and track progress

43. Strategic Planning Process
Reason for existence
Mission
Future intent
Vision
Environmental assessment
Strategies
Strategic Objectives
Action Plans
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Attitudes and policies
Guiding Principles
Capabilities and
risks
Broad statements of
direction
Things to change or improve
Implementation

44. Policy Deployment
(Hoshin Kanri)




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Top management vision leading to longterm objectives
Deployment through annual objectives
and action plans
Negotiation for short-term objectives and
resources (catchball)
Periodic reviews

45. Hoshin Kanri Steps




Establish organizational vision
Develop 3-5 year strategic plan
Develop annual objectives
Deploy/roll down to departments
–
–
–
Departments develop plans and means
Focus deployment – not everyone needs to be
involved in everything
Iterative (catchball) nature may take time

46. Hoshin Kanri Steps (2)



Implementation of plans
Review progress regularly
Annual review
–
–
–
Drop or continue incomplete policies
Check results
What caused us to miss targets