Strategic planning isn't new. You could argue that each planning methodology is a variation on a few basic constructs. So then why do so many companies get it wrong? Why is it that many employees can't describe the purpose of their organization?
The downfall of strategy is the compelling and overpowering need to run the day to day business. Leaders don't make planning a priority and when they do, they wade into it, expecting good luck and serendipity to craft them a great plan.
Creating a strategic plan, one that your team members can get behind and live every day, requires a little more commitment. However, if you follow these simple steps, using structured, facilitated workshops to gain clarity and alignment, you greatly improve your chances of building a meaningful, actionable plan.
Step 1, What's the point?
Start by establishing a strong vision statement for your organization or team. It doesn't matter if you want to call it a mission, a vision, a purpose (I've spent too much time trying to explain why they're different), but it better be clear, concise and compelling - something that your employees can rally around, and guides their decisions as they set about their daily work.
If you already have it right, then stick with what you have, but not before you thoroughly evaluate the current business context and confirm that you're still on course.
Step 2, Guiding PrinciplES.
They're probably up there on your wall somewhere. Or maybe on a pocket card that you have in your desk. Guiding principles should define the way that you expect your team to act (yes, when you're not looking). Together they make up a pretty good rubric to evaluate your current and prospective employees. These principals define the culture of your organization.
The challenge is to keep them fresh and be certain that they align with your current vision. and that you, your management team and your employees are living them every day.
And please be thoughtful here! When you read them, ask yourself a simple question..."Does that sound like us, or could it be any other company?" If your Vision and Principals sound the same as everyone else, then they are guiding you towards mediocrity.
Step 3, Plan.
Be tough on yourself and your organization to evaluate the gap between where you are today and where you want to be in order to achieve your vision. Clearly lay out the steps you will take to get there by focusing efforts on significant, measurable progress in a few key areas. If you can't define success for each area with a few clear objectives and time bound key results, keep working. The plan will not be executed without them.
Strategy is about making choices...what you will do is no more important than what you will NOT do. Be clear on both.
Step 4 to ???? Execute. Execute. Execute. repeat.
At Chapman Management Solutions, we help organizations of all sizes follow these steps to create a great strategic plan. Visit chrischapman.ca to see how Chapman Management Solutions can facilitate your process.
Chris.