What is Strategic Learning? Strategic Learning: The Basic Thesis 1. Strategy is our response to the reality of limited resources. 2. Thus it is about making choices: on whom to serve, what to offer, and how to win the competition for value creation. 3. The ultimate purpose of strategy is to create an intense focus on the few things that matter most. 4. Strategy and leadership are essential parts of each other. 5. The key to success is mastery of a learning-based process for creating winning strategies and adapting those strategies as the environment i t changes. h Strategic Learning Deployment • Strategic Learning is the core process for creating and implementing strategy across The Movement. • Key business drivers: – Dynamic process that is suited for rapidly changing competitive environment – Builds Strategic Leadership capability across The Movement – Accelerates our journey from “Good to Great” Alignment with the General Interest • The council strategy gy must be a direct translation of the Vision, Mission, and priorities of The Movement, bearing in mind local circumstances and challenges. • The goal of the Girl Scout Movement is to create a single unified brand with Councils and GSUSA acting in concert. Girl Scouts Core Business Strategy Vision T be To b the h premier i lleadership d hi experience i ffor girls i l iin the h USA USA. Mission Girl Scouting builds girls of courage, confidence, and character who make the world a better place. Customer Focus Gi l ages 5 – 17 Girls, Strategy That is relevant And outcomes based That makes Girls a top National Philanthropic priority Program Leadership Experience Funding That inspires girls to join B d Brand Leadership Can join Easily, Continuously Learn and Serve in Flexible ways Diverse Volunteers Governance Structure That is decisive, agile and market driven Future: long term membership growth for the movement Key Strategic Challenges / Opportunities • Girl and Adult Membership • Funding g • Program The Power of Questions Entrenched Answers: - Create fixed mental models - Become a substitute for critical thinking - Get overtaken by events The Right Questions: - Force F us to t challenge h ll our underlying d l i assumptions ti - Unfreeze us and open new vistas - Help us adapt to change “It is not the answer that enlightens, but the question.” - Eugene E IIonesco From Questions … To Insights Guiding Questions: Customers Note: “Customers” equals girls. 1 1. What is our current customer mix by age age, demographic demographic, troop vs vs. non non-troop, troop etc etc.? ? How has our customer demographics changed over the past three years? How will they likely evolve over the next three years? Note: Collaborate with the Own Realities team on this question. 2. What are the underlying trends in customer expectations? How is today different from yesterday? How will tomorrow be different from today? 3. What are useful ways to segment our customers? Which segments are growing, which hi h are d declining? li i ? 4. What is the hierarchy of needs of customers in the different segments? (i.e., What do they value most?) 5. How well do we and competitors serve those needs today? (S=Strong, M-Moderate, P=Poor) Girl Membership vs Girl Population (age 5-17) Gi l Population Girl P l ti Gi l member Girl b 27,000,000 3,100,000 26,000,000 2,900,000 25,000,000 2,700,000 24,000,000 23,000,000 2,500,000 22 000 000 22,000,000 2,300,000 21,000,000 2,100,000 20 000 000 20,000,000 19 77 19 78 19 79 19 80 19 81 19 82 19 83 19 84 19 85 19 86 19 87 19 88 19 89 19 90 19 91 19 92 19 93 19 94 19 95 19 96 19 97 19 98 19 99 20 00 20 01 20 02 20 03 20 04 20 05 20 06 19,000,000 1,900,000 Guiding Questions: Stakeholders 1. Who are our major stakeholder groups? How does the Girl Scouts create value among these various stakeholder groups? 2. What are the distinct needs and expectations for each stakeholder group with regard to their relationship with the Girl Scouts? How have these needs and expectations evolved over the last three years? How will they likely evolve over the next three years? y 3. What is the hierarchy of needs among these various stakeholder groups? 4. How well do we address the needs and expectations of our various stakeholder groups? (S=Strong, M-Moderate, P=Poor) Note: Stakeholders are individuals, organizations, communities, etc. who are either beneficiaries of the Girl Scouts and/or contribute money, goods, or time to The Movement.