Strategic Planning

54: Organizational Goal-Setting

In episode 52, we discussed the role of a clear mission and vision to the strategic planning process. But we left that conversation feeling unresolved — how do you take your mission and vision and translate it into goals and objectives that move the institution forward each day? This week on the show, Howard Teibel and Pete Wright discuss the nature of organizational goal-setting, and how to engage the institution in a process to translate the mission into daily activities that encourage growth and innovation.

52: Mission, Vision, and the Strategic Planning Process

Done right, and your mission, vision, and values statements can become beacons in your institution’s drive toward a powerful strategic plan. Done wrong, it ends up a in a dusty binder buried deep in a drawer. This week on Navigating Change, Howard Teibel and Pete Wright discussion the nature and importance of your mission and vision statements to the strategic plan, and offer insights for development and structure that will help your teams understand and rally behind your direction. 

18: Building Your Vision 2020 Part 4 – with John Eldert and Howard Teibel

Academic planning often adopts the business approach to strategic planning. The results are predictable: clear, measurable outcomes; tight, pithy vision statement; focused strategy targeting a clear and "directable" organizational culture. But these assumptions don't fit the higher education planning environment, with many parallel lines of activity, complex vision, and an environment that is often far more self-directed. This week on the show, we bring you part four of our conversation with John Eldert, Vice President of Administration at Berklee College of Music as he joins Howard Teibel to discuss their work on adapting the business approach to strategic planning for higher education.

16: Building Your Vision 2020 Part 2 – with John Eldert and Howard Teibel

Academic planning often adopts the business approach to strategic planning. The results are predictable: clear, measurable outcomes; tight, pithy vision statement; focused strategy targeting a clear and "directable" organizational culture. But these assumptions don't fit the higher education planning environment, with many parallel lines of activity, complex vision, and an environment that is often far more self-directed. This week on the show, we bring you part two of our conversation with John Eldert, Vice President of Administration at Berklee College of Music as he joins Howard Teibel to discuss their work on adapting the business approach to strategic planning for higher education.

15: Building Your Vision 2020 Part 1 – with John Eldert and Howard Teibel

Academic planning often adopts the business approach to strategic planning. The results are predictable: clear, measurable outcomes; tight, pithy vision statement; focused strategy targeting a clear and "directable" organizational culture. But these assumptions don't fit the higher education planning environment, with many parallel lines of activity, complex vision, and an environment that is often far more self-directed. This week on the show, we bring you part one of our conversation with John Eldert, Vice President of Administration at Berklee College of Music as he joins Howard Teibel to discuss their work on adapting the business approach to strategic planning for higher education.

10: Strategies for Building an Effective Retreat

Holding a strong retreat takes planning and strategy to rally teams and build commitment. The best retreats offer a chance to capture institutional intelligence and align teams to strategic vision. The worst retreats are chaotic and unaligned, and can leave your team jaded and disorganized as a result.