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Strategic Plan Executive Summary 
Tenfold Harvest Inc.  

 

Tony Terusa 

10-3-2018 

LDRS 341 Strategic Planning and Forecasting 

 

 

 

 

 

PURPOSE  

The purpose of this summary is to clearly communicate the intended strategies 

that have been identified for Tenfold Harvest to achieve organizational goals and 

increased success. This document provides clarity to organizational strengths and 

weaknesses as well as possible threats and opportunities as identified by both internal 

staff and external constituents. With this information, strategies have been set in place 

by the staff that they feel will help improve public awareness of the organization as well 

as productivity and increased clientele. 

ORGANIZATION BACKGROUND  

Tenfold Harvest is a professional edible garden service entity. The company is a 

for profit corporation which generates income by building and maintaining edible 

gardens on a commercial platform. All practices performed by the company are done 

naturally or through organic methods so that safe foods are grown for consumption at 

their clients places of business, churches, cafeterias, hotels and a variety of other 

establishments. 

Tenfold Harvest was built on the premise of giving back. We feel that edible 

gardening is best accomplished when growing food is done for a greater purpose than 

merely yourself. Gardening and eating is a communal activity. The main reason the 

company was formed was to serve the pediatric cancer community by setting aside ten 

percent of all net profits generated by the company to provide gardens for children 

battling cancer. Not only is it important that cancer patients eat clean healthy foods to 

strengthen their bodies, but when given the chance to tend their own personal garden, it 

gives them a sense of peace and ownership over their current situation.  

The company has existed for 3 years and through this time we have struggled 

with the logistics of exactly how the giveback program should work. Also, there is a 

disconnect on how we have been able to message and communicate our mission and 

efforts to the public and possible clients. In the following pages, we have identified areas 

that we feel need to be addressed to help refine this program so that our purpose is clear 

and our direction are tied to a tangible set of goals to meet.  

 

1   

METHODOLOGY  

Tenfold Harvest consists of only three staff members. Emy Terusa is the President 

of the company and the only full time staff member. Ryan Pipkin is a part-time gardener 

who’s main focus is to maintain our local commercial urban garden accounts on a 

weekly basis. Tony Terusa is the Giveback Coordinator in charge of the direction and 

implementation of our giveback program. The company does not have a formal board of 

directors but we do have a short list of trusted friends and colleagues that we seek advice 

and counsel from in regards to our internal operations. This variety of individuals range 

from local farmers, Mothers of children with cancer, contractors and non-profit business 

owners.  

Through research on the web and other studies we put together a set of questions 

to ask our internal staff and outside constituents with the intention of identifying the 

company’s strengths, weaknesses, opportunities and threats (SWOT). The questions for 

each of these categories are listed below.  

STRENGTHS: 

1. What does the company do well​? 

2. What qualities separate you from your competitors​? 

3. What internal resources does the company possess?  

4. What tangible assets does the company possess, i.e. intellectual property, capital, 

proprietary technologies etc​… 

WEAKNESSES: 

1. What does your company lack, either items or processes? 

2. What do your competitors do better than you? 

3. Where are your resource limitations? 

OPPORTUNITIES: 

1. Are there underserved markets for specific products? 

2. Are there competitors in your area? 

2   

3. Are there emerging needs for your products or services? 

4. Has there been press/media coverage of your company? 

THREATS: 

1. Are there currently emerging competitors in your area? 

2. Are there external resource threats?  

3. Are there internal resource threats? 

The answers to all of these questions were compiled from all constituents and the 

following SWOT Analysis was put together. Items that resonated with the internal staff as 

an area of focus are underlined and marked with an asterisks.  

SWOT ANALYSIS 

 

 
STRENGTHS 

 
1. Communication w/ clients 
2. Detail oriented service 
3. Community giveback​ * 
4. Knowledge of gardening and craft 
5. Connection with people and the public 
6. Quality of work 

 
 
 

 
WEAKNESSES 

 
1. Marketing – public awareness​ * 
2. Limited capital 
3. Limited resources, vehicle, warehouse 

space etc… 
4. Taking risks 

 
 
 

 

 
OPPORTUNITIES 

 
1. Low operating overhead 
2. Growing interest in organic land 

management 
3. Added services to future and existing 

clients, i.e. composting, special events​ * 
4. Limited competitors 
5. Need for employee engagement 
6. Press coverage 

 
 

 

 
THREATS 

 
1. Emerging competitors, growing trend 
2. Local product availability​ * 
3. Internal employee redundancies, field 

work 
4. Labor 

 
 
 
 
 

3   

By moving through the exercise of this SWOT Analysis, we were able to recognize 

not only where our company strengths lie, but also where we are weak, what we need to 

focus on and possible threats that may emerge. It was important for us to involve 

external constituents in this process because they provide a trusted 3rd party 

perspective. Without their insight, we would be less informed of the realities we need to 

address. 

STRATEGIC PRIORITIES 

The company identified the areas of community giveback, additional services to 

existing clientele, marketing, and local product availability as being the highest 

importance. For the feasibility of our efforts we have decided to slim this down these 

focuses to only two strategies of which we will tackle over the course of the next 3 years.  

1. Giveback Program Revitalization 

2. Website Overhaul 

We have learned that we are weak in the area of marketing and self-promotion 

which has affected our growth as well as the public’s clear understanding of what we do. 

There is a desire for the public to know what exactly we do in regards to our giveback 

and services and currently there seems to be a disconnect. In reviewing our SWOT 

Analysis answers, we believe that because we have changed up our giveback efforts over 

time our activities have not clearly resonated with our market and community. Our 

giveback efforts have not changed haphazardly, they have evolved due to the feasibility 

of what we can offer, afford and perform with the tools and labor we have available.  

The long term implications of accomplishing these two strategies are foundational 

for the company. For 3 years we have wrestled with our giveback program and it has 

taken many twists and turns. We are still on the roller coaster to success but by 

developing our new giveback product and defining it clearly to the public will help most 

everyone understand clearly what we do, how to stay involved and participate.  

In essence these two strategies will align with one another. Defining our giveback 

program will take first precedence mainly because this is the essence of what we do. We 

cannot develop a refreshed website before defining our program. Once the program 

product , methods and processes are defined our website overhaul will be developed as a 

tool to message our mission, services and efforts. We will also use this new website 

platform to market our company services and any new offerings.  

4   

CAPABILITY ASSESSMENTS   

​Legend: @ Exists  + Acquire ? Develop – Eliminate 

FOCUS​: PEDIATRIC CANCER GIVEBACK PROGRAM | INTERNAL | EXTERNAL | 

CAPABILITIES/RESOURCES 
(people, time, money, infrastructure) 

Board  Staff  Resources  Constituents  Partners 

FINANCES    +  @    + 

LABOR    @      + 

TOOLS TO BUILD PRODUCT     ?  @    ? 

DESIGN/PRODUCT DEVELOPMENT  +  ?      + 

PROGRAM DEVELOPMENT  ?  ?  @    + 

TECHNOLOGY – WEBSITE    ?  @    + 

SPACE TO BUILD PRODUCT    ?  @     

PEDIATRIC CANCER COMMUNITY 
INVOLVEMENT 

  ?  @    + 

CREATIVE TEAM – THINK TANK  +  +      + 

 

FOCUS​: WEBSITE OVERHAUL | INTERNAL | EXTERNAL | 

CAPABILITIES/RESOURCES 
(people, time, money, infrastructure) 

Board  Staff  Resources  Constituents  Partners 

FINANCES    +  @     

WEBSITE DESIGNER    +  +    + 

VISION – DIRECTION    ?      ? 

EXISTING SITE – DOMAIN    @  @     

ACTIVE BLOG TIED TO WEBSITE    +      + 

EMAIL LIST – STRATEGIES TO BUILD    ?  @     

TIME    @  ?    ? 

5   

​PIPELINE OF SOLUTIONS 

FOCUS​: PEDIATRIC CANCER GIVEBACK PROGRAM  
New 

Evolutionary A 
 

1. Community Involvement 
2. Community Outreach 

 
 
 
Existing 

People 
Revolutionary 

 
1. Design – Product Development 
2. Program Development 
3. Creative Team – Think Tank 

 
 

New 

Practices 
Incremental 

 
1. Finances 
2. Labor 
3. Tools to Build Product 
4. Space to Build 

 
Existing  

Practices 
Evolutionary B 

 
1. Technology 
2. Website  
3. Blog – Email List Development 

 
 

People 

 

FOCUS​: WEBSITE OVERHAUL   
New 

Evolutionary A 
 

7. Vision 
8. Direction 

 
 
Existing 

People 
Revolutionary 

 
5. Website Designer (hired) 

 
 
 

New 

Practices 
Incremental 

 
7. Time 
8. Finances 
9. Existing Site – Domain 

 
 
 

Existing  

Practices 
Evolutionary B 

 
5. Blog Development 
6. Email List 

 
 
 
 

People 

6   

ACTION PLANNING AND EXECUTION 

   

STRATEGY 

GIVEBACK PROGRAM 
DEVELOPMENT  YEAR 1 (2018-19)  YEAR 1 (2018-19)  YEAR 1 (2018-19) 

S: specific 
M: measurable 
A: attainable 
R: realistic 
T: time bound 
 

GOAL 1​:​ Finalize the 
design of our giveback 
planter. (1st quarter) 
 
Activity​:​ Gather a creative 
team of contractors, 
parents and community 
partners to brainstorm 
ideas to produce an 
excellent product. 
 
GOAL 2​: ​Finalize the first 
prototype​.​ (2nd quarter) 
 
Activity​:​ Work with 
contractor partners to 
build multiple prototypes 
until it is finalized.  
 
GOAL 3​:​ ​Finalize the 
definition of our giveback 
program. (3rd quarter) 
 
Activity: ​Internal staff to 
sketch out realistic desired 
goals and methods to 
complete the program.  

GOAL 1​:​ Set year 2 
giveback goals (1st 
quarter) 
 
Activity​:​ Internal staff to 
set realistic giveback 
goals to serve the local 
the pediatric cancer 
community for the year.  
 
GOAL 2​: ​Establish 
partnerships with local 
non-profit entities 
serving the pediatric 
cancer community (2nd 
quarter) 
 
Activity​:​ Giveback 
Coordinator to set up 
meeting with PCRF, Max 
Love Project and 
KickCancer  
 
GOAL 3​:​ ​Monetize the 
garden box as a 
marketable item.  
 
Activity​:​ Staff to place a 
dollar amount to the 
product to help produce 
finances to fund the 
giveback and company 
operations.  

GOAL 1​:​ Set year 3 
goals for the giveback 
(1st quarter)  
 
Activity​:​ Internal staff 
to set realistic 
giveback goals to serve 
the local the pediatric 
cancer community for 
the year. 
 
GOAL 2​: ​Introduce the 
product online (new 
website) as a 
deliverable product. 
(2nd quarter)   
 
Activity​:​ Giveback 
coordinator to work 
with website designer 
to place the product 
for sale online 
 
GOAL 3​:​ Media and 
press coverage 
 
Activity​:​ Reach out to 
local media 
representatives i.e. 
newspaper, websites, 
magazines to cover 
our program.  

 

 

 

 

 

7   

STRATEGY 

WEBSITE OVERHAUL  YEAR 1 (2018-19)  YEAR 1 (2018-19)  YEAR 1 (2018-19) 

S: specific 
M: measurable 
A: attainable 
R: realistic 
T: time bound 
 

GOAL 1​:​ Establish desired 
goals for the website (1st 
quarter) 
 
Activity​:​ Internal and 
external staff meetings to 
brainstorm each 
individuals desired goals 
for the new website   
 
GOAL 2​:​ ​Design style 
direction (2nd quarter) 
 
Activity​: ​Internal staff to 
research desired online 
presence styles. Examples 
prepared for future 
collaboration with 
designer.  
 
GOAL 3​: ​Budget allocation 
for the website (3rd 
quarter) 
 
Activity​:​ Internal staff to 
create goals and path 
toward allocating funds for 
the upcoming website 
build out. After gathering 
proposals from different 
designers, intended dollar 
amount will be 
established.  

GOAL 1​: ​Website 
designer chosen (1st 
quarter) 
 
Activity​:​ After budgets 
and design direction is 
set, staff to contract with 
the desired designer.  
 
GOAL 2​:​ ​Website 
Construction (2nd and 
3rd quarter) 
 
Activity​:​ Giveback 
Coordinator to work 
closely with the designer 
to keep deliverables and 
schedule on pace for 
completion in the 3rd 
quarter.   
 
GOAL 3​: ​Blog Creation 
 
Activity:​ ​Staff to develop 
a monthly blog that will 
be linked with the new 
website and all social 
media channels.  

GOAL 1​:​ Website fully 
functional at the 
beginning of year 3 
(1st quarter) 
 
Activity​:​ Staff to 
implement website 
maintenance practices 
as a part of our 
standard operating 
procedures keep the 
new site relevant and 
productive to our 
operations 
 
GOAL 2​: ​Establish an 
analytics metric (2nd 
quarter)   
 
Activity​:​ Staff to 
monitor website traffic 
to fine tune the 
productivity of the 
new website.   
 
GOAL 3​:​ Add press 
release coverage to the 
site 
 
Activity​:​ Coinciding 
with our giveback 
efforts, staff to place 
any press release or 
write-ups about the 
company on the new 
site 

 

The goals and action plan laid out above were set by our staff with reasonable 

time frames in mind. With limited staff, labor and financial resources to draw from, we 

cannot expect to accomplish our intended goals by setting unreasonable expectations on 

ourselves. For timing purposes, this report was written in the Fall of 2018 so this will 

officially become our first quarter of planning efforts. Each goal is to be met in the noted 

quarter above and plans will be made at the beginning of each quarter to lay out 

roadmaps to successfully accomplish each goal.  

8   

VISION AND INTENDED IMPACT 

Tenfold Harvest is a small entity but it’s purposes and values are enormous and 

extremely important. To simply think of this company as an organic gardening service 

would be a crime. At Tenfold Harvest we believe that gardening is merely a means to an 

end, and there is so much more potential to gain. The company is focused on people first, 

the environment we live in and the health and welfare of children suffering through the 

challenges of cancer. All of the strategies, goals and activities listed above are intended to 

enhance our community involvement and increase our giving efforts to the community 

we serve.  

By defining our giveback program, creating a product to distribute free of charge 

to needy children and enhancing our online presence, we will be able to change the 

world one life at a time, which could change their world quite possibly when they need it 

the most.  

A wise man approached a young man on the beach and asked him “Good morning! May I 

ask what it is that you are doing?” The young man paused, looked up, and replied 

“Throwing starfish into the ocean.” “I must ask, then, why are you throwing starfish into 

the ocean?” asked the somewhat startled wise man.To this, the young man replied, “The sun 

is up and the tide is going out. If I don’t throw them in, they’ll die.”Upon hearing this, the 

wise man commented, “But, young man, do you not realize that there are miles and miles of 

beach and there are starfish all along every mile? You can’t possibly make a difference!”At 

this, the young man bent down, picked up yet another starfish, and threw it into the ocean. 

As it met the water, he said,  

“It made a difference for that one.”  

― Loren Eiseley 

 

 

 

 

 

9   

Asap

Capability Assessment
Focus: _______Staff Development/Improvement______________________________

Capabilities/Resources Required
(people, time, money, infrastructure)

Internal: Board/Staff
(Role, Team, )

External:
Community

(Constituents, Partners)

1. __Staff Recruitment__________________________________________________

2. __Training____________________________________________________________

3. __Maintenance_Capabilities_____________________________________________

4. __Development of Safety Programs_______________________________________

5. _Community Involvment _______________________________________________

6._____________________________________________________________________

7. ____________________________________________________________________

8. ____________________________________________________________________

9. ____________________________________________________________________

10. ___________________________________________________________________

Resource Staff

Board

LEGEND

+ Exists; – To develop/To Acquire

Constituents Partners

New Users

Evolutionary
• Build on partnership with the SFMTA Board

Revolutionary
• Leadership Goals
• Increase of staffing

Incremental

• Equity Diversity and inclusion training

Evolutionary
• Community Outreach

Existing Users

Asap

Strategic Plan Executive Summary 
Tenfold Harvest Inc.  

 

Tony Terusa 

10-3-2018 

LDRS 341 Strategic Planning and Forecasting 

 

 

 

 

 

PURPOSE  

The purpose of this summary is to clearly communicate the intended strategies 

that have been identified for Tenfold Harvest to achieve organizational goals and 

increased success. This document provides clarity to organizational strengths and 

weaknesses as well as possible threats and opportunities as identified by both internal 

staff and external constituents. With this information, strategies have been set in place 

by the staff that they feel will help improve public awareness of the organization as well 

as productivity and increased clientele. 

ORGANIZATION BACKGROUND  

Tenfold Harvest is a professional edible garden service entity. The company is a 

for profit corporation which generates income by building and maintaining edible 

gardens on a commercial platform. All practices performed by the company are done 

naturally or through organic methods so that safe foods are grown for consumption at 

their clients places of business, churches, cafeterias, hotels and a variety of other 

establishments. 

Tenfold Harvest was built on the premise of giving back. We feel that edible 

gardening is best accomplished when growing food is done for a greater purpose than 

merely yourself. Gardening and eating is a communal activity. The main reason the 

company was formed was to serve the pediatric cancer community by setting aside ten 

percent of all net profits generated by the company to provide gardens for children 

battling cancer. Not only is it important that cancer patients eat clean healthy foods to 

strengthen their bodies, but when given the chance to tend their own personal garden, it 

gives them a sense of peace and ownership over their current situation.  

The company has existed for 3 years and through this time we have struggled 

with the logistics of exactly how the giveback program should work. Also, there is a 

disconnect on how we have been able to message and communicate our mission and 

efforts to the public and possible clients. In the following pages, we have identified areas 

that we feel need to be addressed to help refine this program so that our purpose is clear 

and our direction are tied to a tangible set of goals to meet.  

 

1   

METHODOLOGY  

Tenfold Harvest consists of only three staff members. Emy Terusa is the President 

of the company and the only full time staff member. Ryan Pipkin is a part-time gardener 

who’s main focus is to maintain our local commercial urban garden accounts on a 

weekly basis. Tony Terusa is the Giveback Coordinator in charge of the direction and 

implementation of our giveback program. The company does not have a formal board of 

directors but we do have a short list of trusted friends and colleagues that we seek advice 

and counsel from in regards to our internal operations. This variety of individuals range 

from local farmers, Mothers of children with cancer, contractors and non-profit business 

owners.  

Through research on the web and other studies we put together a set of questions 

to ask our internal staff and outside constituents with the intention of identifying the 

company’s strengths, weaknesses, opportunities and threats (SWOT). The questions for 

each of these categories are listed below.  

STRENGTHS: 

1. What does the company do well​? 

2. What qualities separate you from your competitors​? 

3. What internal resources does the company possess?  

4. What tangible assets does the company possess, i.e. intellectual property, capital, 

proprietary technologies etc​… 

WEAKNESSES: 

1. What does your company lack, either items or processes? 

2. What do your competitors do better than you? 

3. Where are your resource limitations? 

OPPORTUNITIES: 

1. Are there underserved markets for specific products? 

2. Are there competitors in your area? 

2   

3. Are there emerging needs for your products or services? 

4. Has there been press/media coverage of your company? 

THREATS: 

1. Are there currently emerging competitors in your area? 

2. Are there external resource threats?  

3. Are there internal resource threats? 

The answers to all of these questions were compiled from all constituents and the 

following SWOT Analysis was put together. Items that resonated with the internal staff as 

an area of focus are underlined and marked with an asterisks.  

SWOT ANALYSIS 

 

 
STRENGTHS 

 
1. Communication w/ clients 
2. Detail oriented service 
3. Community giveback​ * 
4. Knowledge of gardening and craft 
5. Connection with people and the public 
6. Quality of work 

 
 
 

 
WEAKNESSES 

 
1. Marketing – public awareness​ * 
2. Limited capital 
3. Limited resources, vehicle, warehouse 

space etc… 
4. Taking risks 

 
 
 

 

 
OPPORTUNITIES 

 
1. Low operating overhead 
2. Growing interest in organic land 

management 
3. Added services to future and existing 

clients, i.e. composting, special events​ * 
4. Limited competitors 
5. Need for employee engagement 
6. Press coverage 

 
 

 

 
THREATS 

 
1. Emerging competitors, growing trend 
2. Local product availability​ * 
3. Internal employee redundancies, field 

work 
4. Labor 

 
 
 
 
 

3   

By moving through the exercise of this SWOT Analysis, we were able to recognize 

not only where our company strengths lie, but also where we are weak, what we need to 

focus on and possible threats that may emerge. It was important for us to involve 

external constituents in this process because they provide a trusted 3rd party 

perspective. Without their insight, we would be less informed of the realities we need to 

address. 

STRATEGIC PRIORITIES 

The company identified the areas of community giveback, additional services to 

existing clientele, marketing, and local product availability as being the highest 

importance. For the feasibility of our efforts we have decided to slim this down these 

focuses to only two strategies of which we will tackle over the course of the next 3 years.  

1. Giveback Program Revitalization 

2. Website Overhaul 

We have learned that we are weak in the area of marketing and self-promotion 

which has affected our growth as well as the public’s clear understanding of what we do. 

There is a desire for the public to know what exactly we do in regards to our giveback 

and services and currently there seems to be a disconnect. In reviewing our SWOT 

Analysis answers, we believe that because we have changed up our giveback efforts over 

time our activities have not clearly resonated with our market and community. Our 

giveback efforts have not changed haphazardly, they have evolved due to the feasibility 

of what we can offer, afford and perform with the tools and labor we have available.  

The long term implications of accomplishing these two strategies are foundational 

for the company. For 3 years we have wrestled with our giveback program and it has 

taken many twists and turns. We are still on the roller coaster to success but by 

developing our new giveback product and defining it clearly to the public will help most 

everyone understand clearly what we do, how to stay involved and participate.  

In essence these two strategies will align with one another. Defining our giveback 

program will take first precedence mainly because this is the essence of what we do. We 

cannot develop a refreshed website before defining our program. Once the program 

product , methods and processes are defined our website overhaul will be developed as a 

tool to message our mission, services and efforts. We will also use this new website 

platform to market our company services and any new offerings.  

4   

CAPABILITY ASSESSMENTS   

​Legend: @ Exists  + Acquire ? Develop – Eliminate 

FOCUS​: PEDIATRIC CANCER GIVEBACK PROGRAM | INTERNAL | EXTERNAL | 

CAPABILITIES/RESOURCES 
(people, time, money, infrastructure) 

Board  Staff  Resources  Constituents  Partners 

FINANCES    +  @    + 

LABOR    @      + 

TOOLS TO BUILD PRODUCT     ?  @    ? 

DESIGN/PRODUCT DEVELOPMENT  +  ?      + 

PROGRAM DEVELOPMENT  ?  ?  @    + 

TECHNOLOGY – WEBSITE    ?  @    + 

SPACE TO BUILD PRODUCT    ?  @     

PEDIATRIC CANCER COMMUNITY 
INVOLVEMENT 

  ?  @    + 

CREATIVE TEAM – THINK TANK  +  +      + 

 

FOCUS​: WEBSITE OVERHAUL | INTERNAL | EXTERNAL | 

CAPABILITIES/RESOURCES 
(people, time, money, infrastructure) 

Board  Staff  Resources  Constituents  Partners 

FINANCES    +  @     

WEBSITE DESIGNER    +  +    + 

VISION – DIRECTION    ?      ? 

EXISTING SITE – DOMAIN    @  @     

ACTIVE BLOG TIED TO WEBSITE    +      + 

EMAIL LIST – STRATEGIES TO BUILD    ?  @     

TIME    @  ?    ? 

5   

​PIPELINE OF SOLUTIONS 

FOCUS​: PEDIATRIC CANCER GIVEBACK PROGRAM  
New 

Evolutionary A 
 

1. Community Involvement 
2. Community Outreach 

 
 
 
Existing 

People 
Revolutionary 

 
1. Design – Product Development 
2. Program Development 
3. Creative Team – Think Tank 

 
 

New 

Practices 
Incremental 

 
1. Finances 
2. Labor 
3. Tools to Build Product 
4. Space to Build 

 
Existing  

Practices 
Evolutionary B 

 
1. Technology 
2. Website  
3. Blog – Email List Development 

 
 

People 

 

FOCUS​: WEBSITE OVERHAUL   
New 

Evolutionary A 
 

7. Vision 
8. Direction 

 
 
Existing 

People 
Revolutionary 

 
5. Website Designer (hired) 

 
 
 

New 

Practices 
Incremental 

 
7. Time 
8. Finances 
9. Existing Site – Domain 

 
 
 

Existing  

Practices 
Evolutionary B 

 
5. Blog Development 
6. Email List 

 
 
 
 

People 

6   

ACTION PLANNING AND EXECUTION 

   

STRATEGY 

GIVEBACK PROGRAM 
DEVELOPMENT  YEAR 1 (2018-19)  YEAR 1 (2018-19)  YEAR 1 (2018-19) 

S: specific 
M: measurable 
A: attainable 
R: realistic 
T: time bound 
 

GOAL 1​:​ Finalize the 
design of our giveback 
planter. (1st quarter) 
 
Activity​:​ Gather a creative 
team of contractors, 
parents and community 
partners to brainstorm 
ideas to produce an 
excellent product. 
 
GOAL 2​: ​Finalize the first 
prototype​.​ (2nd quarter) 
 
Activity​:​ Work with 
contractor partners to 
build multiple prototypes 
until it is finalized.  
 
GOAL 3​:​ ​Finalize the 
definition of our giveback 
program. (3rd quarter) 
 
Activity: ​Internal staff to 
sketch out realistic desired 
goals and methods to 
complete the program.  

GOAL 1​:​ Set year 2 
giveback goals (1st 
quarter) 
 
Activity​:​ Internal staff to 
set realistic giveback 
goals to serve the local 
the pediatric cancer 
community for the year.  
 
GOAL 2​: ​Establish 
partnerships with local 
non-profit entities 
serving the pediatric 
cancer community (2nd 
quarter) 
 
Activity​:​ Giveback 
Coordinator to set up 
meeting with PCRF, Max 
Love Project and 
KickCancer  
 
GOAL 3​:​ ​Monetize the 
garden box as a 
marketable item.  
 
Activity​:​ Staff to place a 
dollar amount to the 
product to help produce 
finances to fund the 
giveback and company 
operations.  

GOAL 1​:​ Set year 3 
goals for the giveback 
(1st quarter)  
 
Activity​:​ Internal staff 
to set realistic 
giveback goals to serve 
the local the pediatric 
cancer community for 
the year. 
 
GOAL 2​: ​Introduce the 
product online (new 
website) as a 
deliverable product. 
(2nd quarter)   
 
Activity​:​ Giveback 
coordinator to work 
with website designer 
to place the product 
for sale online 
 
GOAL 3​:​ Media and 
press coverage 
 
Activity​:​ Reach out to 
local media 
representatives i.e. 
newspaper, websites, 
magazines to cover 
our program.  

 

 

 

 

 

7   

STRATEGY 

WEBSITE OVERHAUL  YEAR 1 (2018-19)  YEAR 1 (2018-19)  YEAR 1 (2018-19) 

S: specific 
M: measurable 
A: attainable 
R: realistic 
T: time bound 
 

GOAL 1​:​ Establish desired 
goals for the website (1st 
quarter) 
 
Activity​:​ Internal and 
external staff meetings to 
brainstorm each 
individuals desired goals 
for the new website   
 
GOAL 2​:​ ​Design style 
direction (2nd quarter) 
 
Activity​: ​Internal staff to 
research desired online 
presence styles. Examples 
prepared for future 
collaboration with 
designer.  
 
GOAL 3​: ​Budget allocation 
for the website (3rd 
quarter) 
 
Activity​:​ Internal staff to 
create goals and path 
toward allocating funds for 
the upcoming website 
build out. After gathering 
proposals from different 
designers, intended dollar 
amount will be 
established.  

GOAL 1​: ​Website 
designer chosen (1st 
quarter) 
 
Activity​:​ After budgets 
and design direction is 
set, staff to contract with 
the desired designer.  
 
GOAL 2​:​ ​Website 
Construction (2nd and 
3rd quarter) 
 
Activity​:​ Giveback 
Coordinator to work 
closely with the designer 
to keep deliverables and 
schedule on pace for 
completion in the 3rd 
quarter.   
 
GOAL 3​: ​Blog Creation 
 
Activity:​ ​Staff to develop 
a monthly blog that will 
be linked with the new 
website and all social 
media channels.  

GOAL 1​:​ Website fully 
functional at the 
beginning of year 3 
(1st quarter) 
 
Activity​:​ Staff to 
implement website 
maintenance practices 
as a part of our 
standard operating 
procedures keep the 
new site relevant and 
productive to our 
operations 
 
GOAL 2​: ​Establish an 
analytics metric (2nd 
quarter)   
 
Activity​:​ Staff to 
monitor website traffic 
to fine tune the 
productivity of the 
new website.   
 
GOAL 3​:​ Add press 
release coverage to the 
site 
 
Activity​:​ Coinciding 
with our giveback 
efforts, staff to place 
any press release or 
write-ups about the 
company on the new 
site 

 

The goals and action plan laid out above were set by our staff with reasonable 

time frames in mind. With limited staff, labor and financial resources to draw from, we 

cannot expect to accomplish our intended goals by setting unreasonable expectations on 

ourselves. For timing purposes, this report was written in the Fall of 2018 so this will 

officially become our first quarter of planning efforts. Each goal is to be met in the noted 

quarter above and plans will be made at the beginning of each quarter to lay out 

roadmaps to successfully accomplish each goal.  

8   

VISION AND INTENDED IMPACT 

Tenfold Harvest is a small entity but it’s purposes and values are enormous and 

extremely important. To simply think of this company as an organic gardening service 

would be a crime. At Tenfold Harvest we believe that gardening is merely a means to an 

end, and there is so much more potential to gain. The company is focused on people first, 

the environment we live in and the health and welfare of children suffering through the 

challenges of cancer. All of the strategies, goals and activities listed above are intended to 

enhance our community involvement and increase our giving efforts to the community 

we serve.  

By defining our giveback program, creating a product to distribute free of charge 

to needy children and enhancing our online presence, we will be able to change the 

world one life at a time, which could change their world quite possibly when they need it 

the most.  

A wise man approached a young man on the beach and asked him “Good morning! May I 

ask what it is that you are doing?” The young man paused, looked up, and replied 

“Throwing starfish into the ocean.” “I must ask, then, why are you throwing starfish into 

the ocean?” asked the somewhat startled wise man.To this, the young man replied, “The sun 

is up and the tide is going out. If I don’t throw them in, they’ll die.”Upon hearing this, the 

wise man commented, “But, young man, do you not realize that there are miles and miles of 

beach and there are starfish all along every mile? You can’t possibly make a difference!”At 

this, the young man bent down, picked up yet another starfish, and threw it into the ocean. 

As it met the water, he said,  

“It made a difference for that one.”  

― Loren Eiseley 

 

 

 

 

 

9   

Asap

Your Name Sienna Dunn
Your Organization SFMTA

Strategy Worksheet
LDRS 341: Strategic Planning and Forecasting

Scenario Planning involves a series of steps, or Tasks. Choose one issue for your
organization. Use the following pages to guide your work

Task #1 – Level of Strategy

Identify your level(s) of strategy (e.g.,
corporate/organizational,
business/programmatic,
functional/operational,
personal/professional)

AND
A focus of your inquiry.

NOTE: Ideally, you’re focusing on
what you’ve identified from your PLP
learning. However, I trust that you’ll
complete this for whatever purposes
make sense for this course.

Explain:

● Name your Level(s) of Strategy

o Organizational/Corporate PERSONAL LEVEL STRATEGY
I believe this level of strategy will work best with my
organization. This level of the strategy promotes growth,
retrenchment strategies, and stability strategies.

o Programmatic/Business Marketing – PERSONAL
MARKETING STRATEGY o Operational/Functional –
PERSONAL OPERATIONAL LEVEL STRATEGY

• ● What might your inquiry be focusing on within
this level of strategy? o Examples:

o ▪ Functional: Workflow effectiveness,
financial practices, talent development,
organizational structure?

o ▪ As a public entity, the most effective
and efficient focus will be being able to
identify the workflow effectiveness,
financial practices, and organizational
structure.

• ● Why is it important to you and/or your
organization? What’s the value of your inquiry (both
the exploration and the findings)? Who may benefit
most from your inquiry? Who may be burdened by
your inquiry?

o This is important to my organization because identifying
the workflow effectiveness helps to improve the working
environment for the employees. It will also help the
customers and/or the public by ensuring reliable and safe
transportation. Those that will be burdened will be those
that have to establish the procedure and/or processes to

create the space needed to roll out the safe reliable
transportation.

● What do you want and need to know about this focal
issue?
o I would need to know where and why most traffic
accidents/incidents occur? o I would also need to find out
what if any were the contributing factors?
o Were there any preventative measures taken

● Methodology: How might you gather data on you and/or
your organization (e.g., observation, survey, interview,
assessment, review documents, etc.,) to understand your
“current” context (i.e., internal dynamics and external
environment)? Whose voices might you privilege and what
perspectives might not be included?

o I will put in information requests with the city to request
necessary information. I would also not use the not useful
public services requests which can be frivolous complaints
by the public.

Task #2 – SWOT

Identify the internal strengths and weaknesses of your organization; identify key trends and
uncertainties in the external environment.

Important Tip
Your SWOT Matrix data should be OBSERVABLE and DESCRIPTIVE. Also, you should
be able to cite your source of the data (e.g., you observed it, a survey, a quote from a constituent,
reports, etc.,).

Your SWOT Matrix should AVOID INTERPRETATION and EVALUATION.

The explanation of why something is a strength, weakness, opportunity, or threat is in your
analysis and reflections.

Your “meaning-making” and “appraisal” happens with the questions to the right.

Strengths

• ● Possession of a fleet of modern
zero-emission vehicles

• ● Knowledgeable staff
• ● Job availability

Weaknesses

• ● High turnover rate of staff
• ● High costs to repair severely

damaged roads
• ● Aging infrastructure
• ● Concerns with political

influence
• ● Lack of information provided to

staff

Opportunities

• ● Growth of City
• ● Availability of Federal Programs
• ● Red Carpet Lanes can improve

traffic rules
• ● Increase of safety and security and

accident

Threats

• ● Infrastructure repairs require
significant funding.

• ● Public pushback
• ● Decreasing Customer

Satisfaction
• ● Need for safer transit
• ● Increase of fares
• ● Negative media concerns

Place your SWOT Matrix here (or attach). If necessary, revise your response to the
methodology in task #1.

PASTE YOUR SWOT MATRIX HERE

After pasting your SWOT Matrix above, respond to these reflection questions:

• ● Who characterized your data as either a strength, weakness, opportunity, or threat?

A lot of the information comes from not only my 15+ years with the agency but also from:

The strengths are characterized by the San Francisco Municipal Transit Agency as well as
the San Francisco Municipal Transit Agency Board which is comprised of elected officials.

The weakness is characterized by Management Staff, Human Resources, Building
Maintenance, and Engineers.

The opportunities are characterized by the public officials, the SFMTA Board, the public,
and the staff.

The threats are characterized by engineers, SFMTA Board, the public, and the Media.

• ● Why was the data placed in the respective category?

All the data that was placed in the respective categories are applicable because they have
been topics that have been addressed by multiple entities from staff to the public to
political officials.

• ● How do your strengths and challenges reflect your organization’s systems of power and
privilege?

The SFMTA’S strengths and challenges reflect the SFMTA’s systems of power and privilege because
they represent an industry that has the means (finances and staff) to keep their operation running.

o Who benefits most from the strengths and/or weaknesses that exist?

The public and agency benefit most from the strengths. The employees benefit from the job
availability proponent.

The public, staff and the agency benefit from the weakness. The staff has job security. The public can
where they can complain about what they want, and the agency gets the funding from the
government to make the necessary repairs.

o Who is most burdened by the strengths and/or weaknesses that exist?

Those that are most burdened by the strengths and the weaknesses are the front-line staff. The
front-line staff because they are the ones that must work under the conditions no matter how bad
they are. The front-line staff is forced to deliver reliable service even though the working
circumstances don’t allow for it.

• ● What intended and unintended consequences emerge from the impact of you and your
organization’s work?

There are several factors that can impact intended and unintended consequences that emerge from
that impact the SFMTA ranging from Staffing issues (recruitment and retention), Traffic,
accidents, Constant breakdowns of vehicles, Delays in the subway, Equipment malfunction to the
unavailability of replacement parts.

o How do you know the impact of your and your organization’s work?

Transportation in San Francisco is vital to the community. With there being a constant flow of
tourists to general transportation needed to get the public around transportation is highly sought
after and has been ranked top 3 in past years for one of the best cities for public transit.
Transportation also remains a fundamental part of keeping the city thriving.

• ● What are you learning about the current situation, as well as the “wants” and “needs” of
people, regarding resources (i.e., human, financial and technical essentials)?

Over the years I have learned a lot about not only how the SFMTA operates but also about how it is
run. Because the SFMTA answers to a board and the board answers to the city, the SFMTA must go
through various processes to obtain a budget, a staff, and many other operational needs. On the
other side of things, the agency also must answer to the many unions that represent the employees.
The agency also must make sure that they follow all the many federal and state rules and regulations
that are applicable to public transit. Ultimately what I have learned is that it is not that easy for
anyone to get all that they want or need.

• ● How are your procedures and practices guided by the interplay of effectiveness, equity, and
social justice?

Some of the barriers that the agency is currently facing is addressing the insensitivity and the
microaggressions that a lot of the staff feel they face when they are bringing forward their concerns
when it comes to the disparate treatment for promotional opportunities and discipline amongst the
staff. I would like to see, with the agency acknowledging the lack of inclusivity, equity, and diversity
but to try to develop a line of communication with the staff to get direct feedback for those who
have been impacted by the mistreatment whatever that may be and try to develop a realistic plan on
how to address their concerns. Also, with addressing the concerns being genuine with the intended

goals for change and not just acknowledging them and then looking past them with has been the
past practice. Currently the SFMTA is in the process of revamping the diversity, equity, and inclusion
process to align with the guidance and guidelines from the state and federal level.

o What characteristics reflect the hegemony (i.e., dominance) of culture, structures, and
process?

A characteristic that reflects the hegemony would be remaining knowledgeable. The agency has
an obligation to ensure that the staff is knowledgeable about the task that is required. The
current strategy of the agency is to establish a staff that is familiar with the rules, procedures
and the protocols that are necessary to ensure the goal for the agency. It is also mandatory that
the department has the available equipment. The equipment includes the course material, the
various coaches that is needed to conduct training while not impacting regular service. There
must be a familiarity with the rules and regulations required to operate coaches and certifying
that the staff is knowledgeable about the Federal Transit Administration. The Leadership
Strategy is to confirm that the training program is designed to provide safety and regulatory
guidance necessary for success.

o What characteristics reflect an antidote (e.g., anti-racist) to the hegemony?

Although the priorities appear to be to keep the agency forward moving the reality looks as
if we are stagnant and not moving at all. with a lot of these concerns now being brought to
not only management but to the board and the mayor the agency has now implemented
possible change with their new diversity inclusion and equity program. It is still a work in
progress, but they are now looking to try to acknowledge and address a lot of the concerns
that have been brought forward as far as disparate treatment towards minority employees
and the lack of promotional opportunities for minorities. The main priority that the
leadership is acknowledging is the fact that there is a genuine concern. That is indeed the
first step in the right direction.

● What are you learning about the context(s) in which the organization exists (i.e., describe
the effect of your PESTEL environment on your organization – political, economic, socio-cultural,
technological, ecological, legal)?

The SFMTA has had many goals for how to improve the traffic conditions in San Francisco.
For SFMTA, the goal is to have ZERO transit accidents and ZERO Deaths from transit. There
are so many transits involved deaths and accidents that the agency is moving forward with
trying to implement a plan to correct the concerns. I have learned that the agency has a lot
of work to do what is attempting

• ● Which key forces are most likely to define or change the nature or direction of your
strategic priorities (e.g., issues inside the organization, strategic constituents/partners, industry
environment, economics, principles, competition, cooperation, etc.,)?

It is a great achievement to reach the goals of ZERO accidents and ZERO deaths. It has been
a major accomplishment. To be able to implement a goal and for it to be achieved has made
a major adjustment and/or the change to the training program was a success. The world and
the roads are a safer place for everyone traveling on them. I will know that there has been a
change because is safer to walk, drive, and ride bicycles in San Francisco.

Task #3a – Sustainability Matrix

Mission-Specific Programs, Services, and
Activities

Revenue-Generating Programs,
Services, and Activities

Accessibility:
Public Transportation
Bikes
Taxis
Paratransit

San Francisco City and County General Fund
Transit Passenger Fares/Monthly Passes
Fines and Fares
Parking Facilities

Knowledgeable staff
-Equity Diversity and Inclusion program

Federal Funding from Budgets
State Funding from budgets

Special Events
Business Licenses
Advertisements

Paste Your Sustainability Matrix Here

Task #3a – Sustainability Matrix

Paste Your Sustainability Matrix Here

High Mission Impact/Low Profitability High Mission Impact/High Profitability
-Congestion
-Health and Safety concerns
-Driver shortage

-low and zero emission
-energy efficient transportation
-affordable modes of transport

-Community Outreach -Infrastructure

Low Mission Impact/Low Profitability Low Mission/Impact High Profitability

Task #3b – SWOT Analysis

Developing Strategic Priorities

Articulate Priority Mission Impact Criteria – choose
four:

• ● Contribution to intended impact
• ● Excellence in execution
• ● Scale
• ● Depth
• ● Significant unmet need
• ● Community building
• ● Leverage
• ● Other?

What 2-3 strategies can use your internal
strengths to take advantage of your external
opportunities?

1. We can leverage this strength _Contribution to
intended impact___, to take advantage of this
external opportunity __Community Building___.

2. We can leverage this strength __excellence in
execution_______, to take advantage of this external
opportunity ___Community Building____.

3. We can leverage this strength __Community
Building_______, to take advantage of this external
opportunity _Significant _unmet _need______.

The above strategies are outlined as such to assist SFMTA
with internal strengths to take advantage of my projected
external opportunities address because with the SFMTA
being a part of the transportation industry, understanding
the necessity of the need for an opportunity to grow and
build a relationship with the public. Because the agency is
reliant on a partnership with the public.

Explain

What 2-3 strategies can use your internal strengths to
minimize your external threats?

1. We can leverage this strength __contribution to
community impact____, to take minimize this
external threat __significant unmet need___.

2. We can leverage this strength __community
building____, to take minimize this external threat
_contribution to community impact___.

3. We can leverage this strength _significant unmet
need_____, to take minimize this external threat
_excellence in execution___.

The above strategies are outlined are such to reflect
internal strengths to minimize the agencies external
threats. They are categorized as such because of the idea
of change is entirely a result of how much effort the
agency puts into executing the change. The execution of
the efforts is also based on recognizing the impact the
execution can have on the public as it relates to
transportation. Community building from within is a
necessity to also address the effort that is needed to build
community with the public and to be effective in its
execution.

Explain

What 2-3 strategies can utilize external opportunities to
mitigate your internal weaknesses?

1. We can access this external opportunity
_Contribution to intended impact____ to mitigate
this weakness _excellence in execution____.

2. We can access this external opportunity
____Excellence in execution____ to mitigate this
weakness _____significant unmet need_______.

3. We can access this external opportunity
____Community building_______ to mitigate this
weakness _____excellence in execution_______.

Explain

The above strategies are outlined as such to reflect
external opportunities to mitigate the agencies internal
weaknesses because they reference the unpredictability
that comes from the interaction from those outside the
agency. The contribution of intended impact, the
execution and community building are all topics that
potentially involve engagement with the community
either public officials and/or the public that
transportations impacts.

These reflections will help you
identify 2-3 potential strategies within
your data:

NOTE: Given the amount of time for
this course, you may only be able to
identify a few potential strategies. It’s
fine to focus given your context. Some
examples: If your organization is in
crisis, you may brainstorm SO or ST
strategies; if your organization is
relatively stable, you may brainstorm
SO or WO strategies; if your
environment is uncertain, you may
focus on ST strategies.

Reflections:
Of your 6 – 9 strategies above,

4. ● Which represent forces of greater importance?

Of the above strategies, the one that represents the
greater importance is using internal strengths to take
advantage of external opportunities. This represents
the greater importance because identifying the
internal strengths helps to build on the agencies need
to engage and address issues and potential
opportunities that the public can contribute to the
growth of the agency.

5. ● Which represent forces of greater uncertainty?

We can leverage this strength __Community
Building_______, to take advantage of this external
opportunity _Significant _unmet _need______.

The idea of being able to pinpoint an unmet need when
dealing with the public presents a lot of uncertainty. Dealing
with the public already comes with a lot of uncertainty but
tying in the political powers agenda as well as the publics
needs and wants brings about a lot of concern.

6. ● To what extent might some of the priorities or
trends “cluster together” in some way? If so, which
and how?

All the priorities cluster together because all the topics align
with each other as it relates to transportation. The
Community building, the excellence in execution, identifying
the significant unmet need, and the contribution to
community impact. When working with the public all the
above strategies are necessary.

7. ● What priorities would most draw from principles
and values for creating a diverse, inclusive, racially
just, and equitable organization? How might your
priorities prohibit achieving a diverse, inclusive,
racially, just, and equitable organization?

All the above priorities would most draw from principles
and values for creating a diverse, inclusive, racially just,
and equitable for the SFMTA. Although the priorities
appear to be to keep the agency forward moving the
reality looks as if we are stagnant and not moving at all
with a lot of these concerns now being brought to not
only management but to the board and the mayor the
agency has now implemented possible change with
their new diversity inclusion and equity program. It is
still a work in progress, but they are now looking to try
to acknowledge and address a lot of the concerns that
have been brought forward as far as disparate
treatment towards minority employees and the lack of
promotional opportunities for minorities. The main
priority that the leadership is acknowledging is the fact
that there is a genuine concern. That is indeed the first
step in the right direction

8. ● What might be strategic priorities that are most
interdependently “desirable, feasible and viable”?
Explain

The strategic priorities that most interdependently
“desirable, feasible and viable” would be community building
and excellence in execution. These strategic priorities are

most interdependent because the execution will determine
the effectiveness of the delivery. When dealing with the
public, communication is an ideal component to community
building.

Rank your top three – five.
With your top priorities, what structural and
cultural issues are you promoting? avoiding?

1. We can leverage this strength __excellence in
execution_______, to take advantage of this
external opportunity ___Community
Building____.

2. We can access this external opportunity
_Contribution to intended impact____ to
mitigate this weakness _excellence in
execution____.

3. We can leverage this strength __contribution
to community impact____, to take minimize
this external threat __significant unmet
need___.

4. We can access this external opportunity

____Community building_______ to mitigate
this weakness _____excellence in
execution_______.

Listed above are strategies would be listed as my
priorities in order of priority. Being able to execute
effectively plans and agendas is extremely important
because that will determine how it is received not only
by the community but also by the staff. Identifying how
the contribution can potentially impact the execution
whether that be negatively or positively is also extremely
important. By addressing how the contribution to
community impact and minimizing the significant unmet

need is also a major priority. Because of the uncertainty
that comes from the unpredictability of the publics need
this is a priority for the agency.

Task #4 – Capability
Assessments and Pipeline
Planning

Conduct a capability assessment for your top two – three
strategic priorities, and then determine the pipeline for planning
by setting those resources onto the pipeline matrix.

Post your Capability Assessment AND Pipeline Matrix.
Examples will be given in the Lecture 5 and 6: Identifying and
Managing Strategic Issues and Drafting a Strategic Plan
Executive Summary.

NOTE: I’ll be looking to how
well you answer these
primary questions:

How do your emerging
priorities draw from an
analysis of power and
privilege?

What’s your evidence for
the “desirability” of your
strategic priorities?

What is feasible (i.e., what
are your current
capabilities?)?

What is viable (i.e., what are
your potential capabilities
and long-term implications?)?

My emerging priorities draw from an analysis of power and
privilege because the agency has access to funds that give them
the opportunity to fulfill the desired plans. The agency also has
the means to hire staff that allows them to execute their plans
and goals.

The evidence for the “desirability” of my strategic priority will
outline the need of the agency to provide the staff and the
community with the support and guidance to move the agency in
the right direction.

Currently the agency can effectively execute the strategic plan.
They have the staff and the funding that is needed to implement.
The plan identifies priorities that impact the staff, public as well
as political leaders.

Some of the potential capabilities and long-term implications
include improving the relationship with the community.
Transportation impacts the riding public as well as those that live
in the community. Some of the implications includes
understanding what impacts the staff and how. The staff and the
community have lost faith and trust in the agency which
contributes to the existing implications.

What are the principles and
values guiding your
organization design?

The SFMTA

magnitude is not
enough.

1. Memorab
le: Easy
to
remembe
r and
differenti
ated –
scenarios
with rich
content.

2. Challenge
: Each
scenario
must
challenge
the
conventi
onal
thinking
in the

Task #5 – Vision

Scenario Construction: Create
2-3 scenarios.

Think of scenarios as some time in the future. Imagine falling
asleep and waking up at some future date. What would the
environment look like?

Good scenarios include the
following:

1. Story: a vivid
description of the
future

2. Decision-making Power:
The story provides
insight into the decision
under question

3. Plausible: Internally
consistent, engages
every member of the
team.

4. Different: Each scenario
should be structurally
or qualitatively
different. Differences in

organizati
on

Task #6:
Action
Planning and
Execution

Identify events that will indicate that a particular scenario is beginning to occur.

Identify the capabilities of a winning organization in each scenario. Tell
strategic options that should be pursued in the future.

Strategic options can be as simple as a list of action items. Determine which
should be pursued immediately.

NOTE:

These are, to
some extent,
high-level
indicators. In
the project
management
course, you will
be able to
develop more
detailed
workplans.

Task #7 – Impact

Identify winning
capabilities and
strategies