Leading the Strategic Planning Process - Club Managers ...

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136 Chapter 4Exhibit 3 Implementing Action PlansOperations(How)Effective Operations(+)Ineffective Operations(-)Strategy (What)Clear Strategy Unclear Strategy(+)(-)Success in past andfuture.(+/+)Some success in past;doubtful future.(-/+)Success in past;doubtful future.(+/-)Failure in past andfuture.(-/-)club has a clear strategy but ineffective operations, the club has likely enjoyed somesuccess in the past; however, future success is in doubt. Similarly, if the club has anunclear strategy but effective operations, the club has probably enjoyed success inthe past, yet future success is doubtful. In the worst scenario, the club has an unclearstrategy and ineffective operations. Most likely, the club has failed in the past andwill likely fail in the future unless major changes are implemented.Assessing ProgressWhatever form the action plan takes, being able to measure whether the clubis accomplishing its goals, objectives, and strategic initiatives is vital. The foundationalelement for controlling and monitoring progress is a connection to the“counts” and “times”—the objective measures—created in the budgeting process.For example, a renovation of the mixed grill, which was approved in the capitalbudget, would have developed from a strategic initiative and would includeassumptions of what, why, when, and how much. The objective measures for evaluatingits success—timing and dollars spent—are the answers to “when,” and “howmuch.” Monitoring and assessing progress should be continuous, occurring duringthe renovation as well as after completion of the project. Monitoring servestwo purposes: (1) it keeps all departments and functional areas on track, and (2)it ensures that accomplishments move the club toward long-range goals (thoseoutlined in the strategic plan).Strategic Implementation AnalysisStrategic implementation analysis is the process of examining a club’s efforts toensure that operations efforts are driven by strategic initiatives. Often, clubs spendtremendous effort, time, and money to create a strategic plan, then fail to integrateit into operations. The flurry of day-to-day operations creates a disconnectbetween what the club would like to become (its ideal, as defined by its strategicplan) and what it is (its current state, as defined by operations and implementation).The strategic implementation analysis form (see Exhibit 4) allows a manager
Exhibit 4Leading the Strategic Planning Process 137Strategic Implemention Analysis FormStrategic Implementation Analysis Form(Fill in the name of your club here)Complete the form based on your observations in order to calculate an objective score.Rating Scale:2 = Standard is consistently demonstrated.1 = Standard is inconsistently demonstrated.0 = Standard is not demonstrated.Please use the rating scale above to fill in the blanks below:___ 1. The board of governors has determined what it wants the club to beover the next several years—it has formed a grand strategic plan.___ 2. The grand strategic plan of the club is a comprehensive, written documentthat the club uses as a reference for everything that it thinks, says,and does.___ 3. The grand strategic plan has been agreed upon by the board members,officers, and senior staff of the club.___ 4. Management has been included in the grand strategic planning processor in the outcome of what was decided and thus created.___ 5. The GM/COO and other club managers share, refer to, and reinforcethe importance of the grand strategic plan with their direct reports andall other club employees.___ 6. The grand strategic plan can be stated simply and clearly—within 30seconds—by any board member or manager of the club.___ 7. The strategic plan is used as a guide to create new services, products,and markets.___ 8. Strategic considerations and discussion converge in joint meetingstogether with long-range planning efforts.___ 9. All planning and operational efforts have been funneled through thestrategic planning committee.___ 10. An analysis of internal strengths and weaknesses has been performedon the club as a whole within the past 12 months.___ 11. An analysis of internal strengths and weaknesses has been performedat all departmental levels within the past 12 months.___ 12. An analysis of external opportunities and threats has been performedon the club as a whole within the past 12 months.___ 13. An analysis of external opportunities and threats has been performed atall departmental levels within the past 12 months.(continued)
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