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Original Date: 07/10/2006
Revision Date: / /
Best Practice : Strategic Plan
Tobyhanna Army Depot transformed its strategic planning process into a team-based strategy plan intended to position the depot to be successful in the future and achieve its vision to become the “C4ISR Logistics Support Center of choice for Warfighter Readiness and Transformation.”
In 2004 Tobyhanna Army Depot (TYAD) revamped it strategic planning process to a team-based strategy plan with a stated intent to position TYAD to be successful in the future and achieve its vision of becoming “the C4ISR Logistics Support Center of Choice for Warfighter Readiness and Transformation.” Prior to 2004, the Strategic Planning Process did not expose the entire population of TYAD to the forward-looking plans developed by the leadership team. TYAD’s current Strategic Planning Process is executed by a primary team consisting of the Command Group, the directors, the deputy directors, and the multidisciplined Strategic Planning Team responsible for initiating situation analysis. The process focuses on specific areas that include repair/overhaul, manufacturing, force projection, sustainment support, and systems integration.
Situation analysis takes into account a self-generated strengths, weaknesses, opportunities, and threats analysis that is balanced against priority issues and internal and external boundary conditions. The external/internal analysis is “bucketed” into key categories that include government, technology, markets, competition, production factors, human resource, economic/social factors, and finance.
Once the situation analysis is complete, the strategic direction of TYAD is established by categorizing resulting issues of strategic concerns into five major goal areas, each with a specific objective and subsequent strategies, actions, and targeted measures that set the strategic direction for TYAD. Goal areas include:
Business Development
Financial Management
Innovation
Human Resources
Transformation
Once these actions are identified, responsible organizations are assigned and implementation plans are developed with quarterly Primary Team reviews. The strategy plan is then communicated through a TYAD-ingrained communication plan that includes cascade briefings along with a posting plan on the Intranet (Figure 2-7).
TYAD’s newly restructured Strategic Planning Process drives employee involvement by connecting employees to strategic goals. First-line supervisors and subject matter experts all serve on subgroups. TYAD has also actively benchmarked other organizations and leveraged industrywide lessons learned.
Figure 2-7. Strategic Planning Process
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