Vision, Mission, Strategy, Tactics. A primer

7/11/16

Naledi Saul

© 2012 The Regents of the University of California. All rights reserved.

UCSF OCPD’s Vision, Mission, Strategy, Tactics & Decisions:

Definition Sample OCPD: Externally OCPD: Internally Vision Defines the optimal desired

future state - the mental picture - of what an organization wants to achieve over time*

A world without cancer (A world where) Every UCSF student and postdoctoral scholar has the knowledge, skills and confidence to navigate their career successfully.

To look forward every day to coming to an organization the career & professional development staff actually want to work in: A healthy community where we do some great work together in a thoughtful, sustainable way.

Mission Answers three questions about why an organization exists - WHAT it does; WHO it does it for; and HOW it does what it does.*

We raise money for cutting edge cancer research

We teach graduate & professional students and postdoctoral scholars the information and professional skills they need to navigate their careers successfully.

We are creating an organization designed to coordinate our efforts to sustainably embody the evolving and increasingly important role that our university stakeholders need us to play: to provide expertise and leadership around career & professional development for graduate students & postdocs in the biomedical and health sciences.

Strategy What’s our overall approach to achieving our mission? What’s our overall campaign plan?

We raise funds by offering a flight of parties across the city that entice, surprise and delight our guests

Our approach is to collaborate with content experts to teach frameworks and concepts, and offer experiential opportunities for growth and development

To develop and execute a five year campaign where we align both what we do and how we do it: Preparing to Launch, Taking Flight, Soaring!, Among the Stars, and To Infinity & Beyond.

Tactics What specific actions you are taking to fulfill your mission

We offer 52 events annually with a different theme each week: i.e. treasure hunt parties, gin cocktail parties, Superhero parties and cooking parties

We design and offer a multimodal slate of tailored Services, Programs, Initiatives and Resources (SPIR) tailored to graduate, & professional students and postdocs

Define a vision and pull everything into (& execute in) alignment: People, SPIR, Money, Infrastructure & Data

Decision Making Process

How do you decide if you’re doing to do something?

We only do a party if we can build it around an ‘amazing moment’; a breathtaking view, a unique experience or a rare twist for an unforgettable night

•  Is it a necessary? •  Is it ours? •  Can we do it justice? •  When does it make sense to do it?

•  Individually: Am I work ready? •  As a Team: Who’s the Alpha & What’s

my Primer? •  Organizationally: ‘Can we answer ‘yes’ to

our People, SPIR, Money, Infrastructure & Data questions?’

* Text quoted from: Vision and Mission - What's the difference and why does it matter? Unleash the power of your Vision and Mission. Post published by Jennell Evans on Apr 24, 2010 in Smart@Work

© 2012 The Regents of the University of California. All rights reserved.

Each Program Director’s Primer Includes

Big picture: What are you trying to do? Why will it be great if you succeed?

What part of the big picture are you tackling (first)?

What’s the signature philosophy or elements across all of your Services, Programs, Initiatives & Resources in 2015-2016?

How will you decide what effort to invest your time/resources in? How will you decide what not to do?

Vision (Mission)

Focus/Priorities

Approach

Decision Making Process

STR

AT

EG

Y

What are your metrics of success? How will you recognize when you’ve reached them?

Assessment