Friday, September 26, 2014

Charting A Strategy for Quality-and Beyond

This blog post is in response to the September 2014 ASQ Influential Voices topic, "Charting A Strategy for Quality-and Beyond".

Strategic Planning Process:

The strategic planning process involves senior leadership team coming together to deliberate on Vision, Mission, and Values for their organization. They get staff support with information on customers, employees, processes, and finance. The SWOT (Strengths, Weaknesses, Opportunities, and Threats) Analysis tool helps the leaders to perform internal and external scans to take an organization at the next level.

Some Quotes on Vision:

Vision is the art of seeing the invisible. – Jonathan Swift

A leader has the vision and conviction that a dream can be achieved. He inspires the power              and energy to get it done. – Ralph Lauren


Vision/Mission/Values Definitions: 


Vision (Long-term Dream, Destination):
¨Is it inspiring?
¨Is it clear and vivid?
Mission (Purpose of being, Path to your vision):
¨Why you exist? (business purpose)
¨What you hope to achieve in the future?
¨Does the Mission provide focus and inspiration?
¨Does the Mission provide criteria for strategic choices?
Values (Guiding Principles):
¨What is important to people?
¨How will people work together? 


Once the Vision, Mission, and Values are established using the SWOT Analysis, an Integrated Business Plan is developed identifying Goals, Strategies, Objectives and Action Plans as shown in the graphics above. A Balanced Scorecard (BSC) is a tool used to measure success of a selected strategy when deployed. It has four components and has current, leading,  and lagging indicators as shown in the graphics below.







Deployment of Strategic Plan:

Around the world only 30-35% of strategic plans are successful. 

Key reasons for failures are:


1). Too many strategies-Prioritize few critical strategies.


2). Lack of resources for few strategies-Provide needed resources.
  

3). Lack of communication-Use Hoshin Planning process.


See the Hoshin Planning in Action graphic below.





My ASQ Strategic Deployment Experience:

1). 1998-1999 - ASQ wide Volunteer Recognition Process Team Leader

I had the pleasure to lead the ASQ-wide volunteer recognition process with 
members from Sections, Divisions, and ASQ Staff. After benchmarking
of other professional organizations, the ASQ-wide volunteer recognition 
process was defined, documented, approved, and deployed in 1999.         


2). 1999-2001 - ASQ "Investing in Quality" Capital Campaign Vice Chair 

Based on my fund-raising expertise, I had the pleasure to serve as a Vice Chair 
of the first capital campaign at ASQ. With 24 member Campaign Cabinet 
with ASQ thought leaders from Sections, Divisions, Industry, and Staff. 
In spite the post 9/11 turbulence, the Cabinet was successful in raising $1.75 
million. That allowed a permanent home for the ASQ headquarters in 2001.


I look forward to learning about your success with strategic planning process.

4 comments:

  1. Dr. Vora’s comments brought back a wealth of memories and especially so in the formation of ASQ Canada and the considerable effort and conflict. I had a number of volunteer roles during this time, among them, Deputy Regional Director, ASQ Region 4, Canada with a mandate towards building community. The investing in quality campaign created risks and opportunities. The opportunity for Canada was to participate as an international member with its own values.

    Canadian values were embraced. This in turn, led to the vision of ASQ Canada, and the mission to make it happen. It happened because we put the needs of others before ourselves ... the essence of our foundation.

    I wrote the following and it appeared as an ASQ best practice. Although historical, this is an excellent example of who we are as an international professional society.

    Barry W. Colby, ASQ Fellow
    Ambassador and Quality Advocate
    ASQ Canada

    Part 1

    Investing in Quality Campaign, a Community Development Tool
    Region 4 Sections
    2002

    What did you do and how did you do it?

    While attending the various meetings at the Annual Quality Congress in Charlotte, North Carolina, attending Region 4, Canada, Section Chairs, Chair Elects and Deputy Regional Directors learned that none of the Region 4 sections had considered contributing to the "Investing in Quality Campaign" and decided to have a regional meeting.

    A number of issues were raised. Among them was an initiative to carry out an inquiry to access the level of interest across the country regarding a fund raising idea for the new ASQ Headquarters and the possibility of a “Canadian Conference Room.” Questions raised concerned the Investing in Quality Campaign, the level of interest and the question as to why there was a total lack of participation.

    One reason for Region 4's non-participation was that Canada is "a country" not just "a region", and as such we have regions within our region with the sections' activities dedicated to the needs of their communities. Another was that the campaign was understood in terms of a brick and mortar project in another country rather than as a mechanism to add value, growth, and satisfaction. (Although the raising of funds for a building as a tangible asset is easier than raising funds for intangible investment of funds for innovation, education opportunities or web-site development.)

    A proposal considered contributing to the Investing in Quality as a regional initiative rather than just at the section level. A consensus building process would be used with the goal of 100% participation by all Region 4 sections but participation would be a section's choice. The sharing of resources was agreed to help the less established or affluent sections become involved and participate. Success of this regional initiative would be dependent on the sections.

    The Investing in Quality Campaign gave Region 4 an opportunity to increase our involvement, commitment and level of support. Our challenge was how to do this in a three-month window when many of the sections were going through a change in leadership, and section activities halted because of summer vacations.

    Region 4’s approach was to build on its unique identity as a country, its international status and as a region build community while recognizing and applauding each section’s diversity and unique participation achievement in both their contribution and their level of achievement.

    Not only are we interested in the viability and sustainability of our sections, but we are also interested in the viability and sustainability of the other member units in Canada and ASQ as well.
    We felt that this would send a very positive message to members and non-members alike since we are all committed to our communities and our members’ value, growth and service.

    Continue to Part 2

    ReplyDelete
  2. Part 2 What did you do and how did you do it?

    We recognized that community development, building and reaching consensus takes time . . . and a considerable amount of effort! We, as a region, are actively participating in ASQ community development and capacity building activities over the years. Some activities are:

    1. Our Regional web site found at (http://ctn.nrc.ca) or (http://rct.nrc.ca) along with 1000 plus associations is among the top ten sites for site traffic.
    2. ASQ Canada Sections as an unique country identity has International Representation and is recognized as a "WorldPartner" along with JUSE, Excellence Ireland, Israel Society for Quality, Hong Kong Society for Quality, Centre of Excellence Finland, PGQP (Brazil)
    3. ASQ Community Quality Council Committee is involved with an anticipated 12 sites in Connected Community project with a potential for 2 sites in Canada. (www.communityquality.org)
    4. Toronto is to host to Annual Quality Congress in 2004.

    The Campaign

    Region 4 sections participated in the Investing in Quality Campaign as a section and regional community development focus with an international outreach activity.

    ASQ Canada, Region 4 believed that they could create an awareness that would contribute to member value, increase member satisfaction and member growth by using the campaign as a community development and capacity building tool. This was also seen as contributing to ASQ's infrastructure for continued developmental and organizational/societal–wide evolution.

    The goal was to raise a $40,000 CN donation towards a Canada, Region 4 conference room, listing all the Canadian section on an internal room plaque and to have all the Canadian sections displayed in the “Hall of Fame” contributors in the lobby. The intent is to give recognition to Canada, all the Canadian Sections and an International focus as well as to recognize Region 4’s unique identity as a country. Canadian sponsors are asked to contribute to help furnish the room with plaque recognition as well. In addition, all donors are posted on the ASQ web-site.
    The sections were prepared to donate and share funds to ensure regional participation and recognition for all the sections.

    The Canadian Sections have reached 100% consensus and have achieved their campaign goal. The sections' executives, on behalf of their members, are contributing funds over a 3 year period. This represents and establishes an equity position and not just in the concept of a “bricks and mortar” but in terms of community development, capacity building, continuous and ongoing relationships.

    How did you measure success?
    See below.

    Did you meet your goal? How did you determine this?

    The Investing in Quality Campaign gave Region 4, Canada the opportunity to display and model an innovative leadership style by adding another dimension to the fund development program by building on ASQ Society's integrated community.

    The following give several examples to the depth and scope of this additional dimension:

    • As a section project, the focus is on their members and an outreach to other sections and non-members.
    • Creation of a regional initiative.
    • Alignment with the Section Affairs Council strategies.
    • Community Quality Council Committee participation involved the divisions and the alignment of Division Affairs Council strategies.
    • The Office of the President.
    • Region 4's Deputy Regional Directors and Regional Director, members of ASQ's Board of Director's.

    This represents considerable efforts of all those who are involved in this driving this activity but more and most importantly it is our committed past and present Region 4, Canadian section officers and their executive who deserve our recognition, appreciation and thanks. They shared the vision of community and made it happen.

    What would you do differently next time?
    N/a

    What did you like most about the project?
    See above.

    ReplyDelete
  3. What did you like most about the project?

    In hindsight and reflection . . . many may have seen the movie, The Englishman Who Went Up a Hill But Came Down a Mountain.

    We symbolize, the Canadian who went south, left a region, but going north, returned to a country.

    ReplyDelete