[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"detail-sidebar-cat-1-en-105":3,"doc-seo-351331-105":53,"doc-detail-351331-en":127},{"code":4,"msg":5,"data":6},0,"success",[7,14,19,24,29,34,39,44,49],{"id":8,"doc_module":9,"doc_module_name":10,"category_name":11,"show_sort_weight":12,"slug":13},11,1,"Template","Presentations",90,"presentations",{"id":15,"doc_module":9,"doc_module_name":10,"category_name":16,"show_sort_weight":17,"slug":18},12,"Resumes",80,"resumes",{"id":20,"doc_module":9,"doc_module_name":10,"category_name":21,"show_sort_weight":22,"slug":23},14,"Invoices",70,"invoices",{"id":25,"doc_module":9,"doc_module_name":10,"category_name":26,"show_sort_weight":27,"slug":28},15,"Posters",60,"posters",{"id":30,"doc_module":9,"doc_module_name":10,"category_name":31,"show_sort_weight":32,"slug":33},16,"Social Media",50,"social-media",{"id":35,"doc_module":9,"doc_module_name":10,"category_name":36,"show_sort_weight":37,"slug":38},17,"Forms",40,"forms",{"id":40,"doc_module":9,"doc_module_name":10,"category_name":41,"show_sort_weight":42,"slug":43},18,"Letters",30,"letters",{"id":45,"doc_module":9,"doc_module_name":10,"category_name":46,"show_sort_weight":47,"slug":48},21,"Paper Templates",5,"papers-templates",{"id":50,"doc_module":9,"doc_module_name":10,"category_name":51,"show_sort_weight":4,"slug":52},158,"General","general-158",{"code":4,"msg":54,"data":55},"ok",{"site_id":56,"language":57,"slug":58,"title":59,"keywords":60,"description":61,"schema_data":62,"social_meta":120,"head_meta":122,"extra_data":124,"updated_unix":126},105,"en","strategic-plan-handbook-strategic-plan-vilnius-lithuania-igem-2019","Strategic Plan Handbook - Strategic plan - Vilnius-Lithuania iGEM 2019","","Strategic Plan Handbook outlines how the Vilnius-Lithuania iGEM 2019 team was guided to develop a formal team Strategic Plan, building on sponsors’ experience. It defines three strategic objectives covering competition performance, awareness through communication (PR/HP), and ensuring continuity through the next team for iGEM 2020. The handbook details management principles, measurable indicators, and a structured laboratory agenda spanning brainstorming, experiment planning and implementation, and deadline follow-up.",{"@graph":63,"@context":119},[64,80,102],{"@type":65,"itemListElement":66},"BreadcrumbList",[67,71,74,77],{"item":68,"name":69,"@type":70,"position":9},"https://docshare.wps.com","Home","ListItem",{"item":72,"name":10,"@type":70,"position":73},"https://docshare.wps.com/template/",2,{"item":75,"name":11,"@type":70,"position":76},"https://docshare.wps.com/template/presentations/",3,{"item":78,"name":59,"@type":70,"position":79},"https://docshare.wps.com/template/strategic-plan-handbook-strategic-plan-vilnius-lithuania-igem-2019/351331/",4,{"url":78,"name":59,"@type":81,"image":82,"author":87,"headline":59,"publisher":90,"fileFormat":93,"inLanguage":57,"description":61,"dateModified":94,"datePublished":95,"encodingFormat":93,"isAccessibleForFree":96,"interactionStatistic":97},"DigitalDocument",{"url":83,"@type":84,"width":85,"height":86},"https://docshare.wps.com/thumbnails/strategic-plan-handbook-strategic-plan-vilnius-lithuania-igem-2019/351331.png","ImageObject",442,249,{"name":88,"@type":89},"Himbo","Person",{"url":68,"name":91,"@type":92},"DocShare","Organization","application/pdf","2026-10-30","2026-09-22",true,{"@type":98,"interactionType":99,"userInteractionCount":101},"InteractionCounter",{"@type":100},"ViewAction",6,{"@type":103,"mainEntity":104},"FAQPage",[105,111,115],{"name":106,"@type":107,"acceptedAnswer":108},"What are the three broad strategic objectives of the Vilnius-Lithuania iGEM 2019 team?","Question",{"text":109,"@type":110},"They focus on achieving top competition results and producing outputs, raising awareness of the team and iGEM itself, and guaranteeing the team’s continued participation by supporting the next team for iGEM 2020.","Answer",{"name":112,"@type":107,"acceptedAnswer":113},"How does the handbook connect laboratory work to the overall strategy?",{"text":114,"@type":110},"All carried laboratory work directly feeds the first strategic objective, serving as the end-goal the laboratory team must reach while concentrating effort on the competition outcome.",{"name":116,"@type":107,"acceptedAnswer":117},"What four steps does the handbook recommend for effective team management approaches?",{"text":118,"@type":110},"Define strategic objectives, agree on each member’s contribution, establish indicators to measure achievement, and develop an effective resources management plan.","https://schema.org",{"og:url":78,"og:type":121,"og:title":59,"og:site_name":91,"og:description":61},"article",{"robots":123,"canonical":78},"index,follow",{"doc_id":125,"site_id":56},351331,1792219366,{"code":4,"msg":5,"data":128},{"doc_id":125,"user_id":129,"nickname":88,"user_avatar":130,"doc_module":9,"category_id":8,"category_name":11,"doc_title":59,"doc_description":61,"doc_content":131,"file_id":132,"file_url":133,"file_type":134,"file_size":135,"view_count":101,"is_deleted":4,"is_public":9,"is_downloadable":9,"audit_status":9,"page_count":136,"language":137,"language_code":57,"site_id":56,"html_lang":57,"table_of_contents":138,"faqs":139,"seo_title":140,"seo_description":61,"update_tm":141,"read_time":76},687197100911,"https://ap-avatar.wpscdn.com/avatar/a000239b6f1da00475?x-image-process=image/resize,m_fixed,w_180,h_180&k=1785132997149421697","STRATEGIC PLAN HANDBOOK  \nStrategic plan  \nThe informal team formation practice was followed by an essential element of formal team formation activity – the development of team Strategic Plan. Here our team was guided by the example of our sponsors Thermo Fisher Scientific Baltic who helped us to develop the Strategic Plan of Vilnius-Lithuania iGEM 2019 team. The Strategic Plan consists of general team objectives and four separate but interconnected laboratory, HP, communication (PR) agendas (you can see HP agenda: the events planned in Annex 1 .1. , and an extract from PR agenda: general communication objectives, target audiences and detailed communication actions of first three months (January to March) in the Annex 1.2.). Overall, the Strategic Plan encompasses the themes of team organization, performance, and responsibility allocation. Encouraged by our sponsors, we decided to develop this strategic framework in order to meet high standards of team management practices, internal and external team communication activities.  \nOur team has developed the following three broad strategic objectives:  \n1. Continue the successful performance of Vilnius-Lithuania iGEM team at the competition by winning a gold medal, best track award and producing a publication based on the project.  \n2. Raise awareness about Vilnius-Lithuania iGEM team participation in iGEM competition and iGEM competition itself  \n3. Guarantee the continuation of Vilnius-Lithuania iGEM team participation in iGEM competition.  \nAll the carried laboratory work directly feeds into the first strategic objective. In other words, it provides the end-goal the laboratory team should reach and focus on. The second generic objective is primarily carried by PR and HP areas; it focuses on information dissemination about iGEM competition and our team’s participation in it using different channels. The third objective is exceptional because it is more directed towards what we, as the temporally team formed to participate in iGEM in 2019, want to achieve after the competition. This goal is oriented into gathering and supporting the forthcoming team that would replace us and represent Lithuania in iGEM 2020.  \nDuetothe holistic nature of the competition, the successful performance of each team highly depends on the effective team management approaches. In order to succeed, the team ought to:  \n1) have adequately defined strategic objectives;  \n2) agree on the contribution of each team member towards the successful accomplishment of the objectives;  \n3) define the indicators enabling to measure to what extent the objectives were achieved;  \n4) develop an effective (resources) management plan.  \nThese four steps do not guarantee complete success in the competition, neither they prevent from the moments of failure. However, by following these steps, your team will save time, energy, and human, as well as other, resources, that are of great importance on your way to implementing the project. The strategical views and planned actions will contribute to the best possible performance of the whole team.  \nThe Strategic Plan was designed taking into consideration the specific iGEM competition concept (synthesis of multidisciplinary fields, \"sprint rather than a marathon\" in terms of time and its allocation, high demand for prioritization) . Meanwhile, laboratory, HP, PR agendas were built to address the particularities of each area. For example, events and campaigns organized aimed at addressing prominent societal demands and issues in the Lithuanian context, such as the need for more information on life sciences at schools (HP); information dissemination on an excellent performance of Lithuanian iGEM teams and Lithuanian scientists in general (PR) .  \nIn the meantime, the laboratory work was the one requiring special attention, precise planning, and managing. Its agenda was developed according to the three most prominent stages that each laboratory team should pay attention to:  \n1) Brai","cbCaitH8pAV63BuF","https://ap.wps.com/l/cbCaitH8pAV63BuF","pdf",1087452,9,"English","# Strategic plan\n## Team Strategic Plan structure\n## Three broad strategic objectives\n## Effective team management approaches\n## Laboratory, HP and PR agendas\n## Laboratory stages: brainstorming, planning, implementing, deadlines","[{\"question\":\"What are the three broad strategic objectives of the Vilnius-Lithuania iGEM 2019 team?\",\"answer\":\"They focus on achieving top competition results and producing outputs, raising awareness of the team and iGEM itself, and guaranteeing the team’s continued participation by supporting the next team for iGEM 2020.\"},{\"question\":\"How does the handbook connect laboratory work to the overall strategy?\",\"answer\":\"All carried laboratory work directly feeds the first strategic objective, serving as the end-goal the laboratory team must reach while concentrating effort on the competition outcome.\"},{\"question\":\"What four steps does the handbook recommend for effective team management approaches?\",\"answer\":\"Define strategic objectives, agree on each member’s contribution, establish indicators to measure achievement, and develop an effective resources management plan.\"}]","Strategic Plan Handbook - Strategic plan - Vilnius-Lithuania iGEM 2019 | PDF",1790093577]