Strategic Planning: A 6-Step Process

Many leadership trainers have begun to stress the significance for organizations to produce a way to institute a strategic plan, and having the ability to measure progress and performance. It is obvious that there is a need for this type of comprehensive, in-depth evaluation and understanding, done with the goal of developing the very best strategy to assist the group achieve to the optimal level, but, frequently, organizations do little more than spend lots of time, money and, and discuss things, however it’s often degenerated to little more than a moan and groan, or blame and complain, exercise, and little clear progress occurs. Having witnessed these lack of positive plans or programs created, this way is too often, within over 30 years in identifying, qualifying, developing, training and consulting, to over a thousand individuals in positions of leadership, in addition to facilitated Board and organizational strategic planning sessions, Personally i think a simplified process, with constraints, and quality reviews, is a needed understanding. This is a 6-step process to enhance the results of strategic plans.

Strategic Planning

  1. In the Historic review and consideration: This must not be done by one-plan-fits at all, but instead of the plan should be based on the specific heritage, mission, and vision of the specific group. Start by extending the history, and also the thinking of existing members. Realize why the group may, or may not be, regarded as relevant, as it was previously. Review opportunities taken, in addition to missed, and clearly see the actual ramifications of every action. While great organizations evolve, they are fully aware who and why they’re, and tweak, as necessary, but concentrate on their vital vision and mission.
  2. Objective analysis-strengths and weaknesses, and ramifications: Every group has both strengths, in addition to weaknesses. Part of quality planning must commence with knowing in which the group presently is, and the way to best utilize the strongest areas, while addressing and improving upon areas of weakness. Whether action is taken, either without time frame, or perhaps if it’s avoided (procrastination, or burying one’s head within the sand), there are always significant ramifications.
  3. Vision; mission; needs; priorities; relevance; trust-ability: evaluate the vision and mission, or tweak it, and evolve it! Focus on the direction the group needs to use! Only when priorities are focused upon, will any group be looked at relevant, and without relevance, no organization will sustain.
  4. Gather input – Stakeholders or partners concern, wants, needs, priorities, and expectations: Never assume guess what happens your stakeholders seek, nor that the small group’s views should shape the process! Go to do broad interviewing and discussions, using many other sources like mail, face-to-face, email, surveys, etc.
  5. Develop urgent or in time, intermediate, and long-term plans: Know and address current requirements inside timely, comprehensive manner, because if you don’t finalized, what’s wrong now, it will affect in the future adversely! However, to avoid the myopic approach, and create a plan that should be carefully considered to present and future requirements.
  6. Plan Implementation: The best plan, unless implemented, goes now here and obtains the little positive momentum! Carefully review the process, but proceed forward by having a plan of action, prepared having the ability to tweak, according to prepared for contingencies.

Organizations need to the ongoing strategic planning, if they wish to remain relevant and reliable. However, only when this goes to the past rhetoric-stage, and advances to the quality of action, that are desirable results achieved.