An executive planning committee with at least one key staff skilled in project management can ensure that everyone involved understands and shares the same set of expectations and that the firm's energies remain focused. While the executive team maintains responsibility for decisionmaking, the planning committee and the project manager control the process itself.
The project manager assigned to the executive committee helps it outline the steps and activities that must take place during the planning process. This outline specifies the tasks, outcomes, and resources required, as well as the people responsible for each phase of the detailed planning process.
At the Core
The next phase involves the creation of a core strategy statement an introductory paragraph that clearly defines the end game in understandable and measurable terms. The core strategy presents an image of the character, the culture, and the values of the organization. The core strategy statement should contain a description of:
Purpose - why the firm exists and what it seeks to accomplish.
Business - the main method or activity through which the firm tries to fulfill its purpose.
Values - the principles or beliefs that guide an organization's members as they pursue their purpose.
Specific-long term objectives.
The company's future expectations.
Once the core strategy statement has been finalized, the planning committee performs a strengths, weaknesses, opportunities, and threats (SWOT) analysis. A SWOT analysis means obtaining current information about the organization's strengths, weaknesses and performance that highlight critical issues the plan must address. These could include concerns such as funding issues, new program opportunities, changing regulations, or changing customer needs. At this stage, the point is to target the most important issues and uncover any critical constraints. The next stage involves developing departmental initiatives required to support the end game.
Changing the End Game Is Not a Crime
Strategies, goals, and objectives will come from individual inspiration, group discussion, and formal decision-making techniques. In the end, however, management must agree on how to address critical issues. Gaining consensus can turn into a negotiating process and eat up considerable time and flexibility. Along the way new insights may emerge that can change the thrust of the end game. Planners should not fear a return to an earlier step in the process to take advantage of new information to create the best possible plan.
The process concludes with the production of a written plan that includes an articulated end game, identified issues and goals, and a set of strategies supported by specific action items. A planning consultant can help draft the final document and submit it for review to all key decision makers - typically the board and senior staff.
At the Department Level
The final phase of the process involves developing indivi\dual departmental plans that support the overall strategic objectives. These business plans should include departmental budgets.
Strategic planning is a creative process that involves looking at a longer time horizon, identifying future trends, and developing action plans based on the highest probabilities. Although it may seem like a daunting task, it is a process that defines the direction and activities of the organization, anticipates changing trends, and maintains the competitive edge.
Mapping the Strategy Development Process
A strategy development process map will include the following components:
CCIs - Critical core initiatives define how the end game vision will be achieved. What are the key strategic action items that are essential to meeting specific end game objectives?
SIPs - Strategic implementation plans are definitive drill-down actions items that are necessary to support the accomplishment of the critical core initiatives. They define what is to be done, how it is to be done, when, and who is responsible.
TLS - Tier Level Selling is a specific sales strategy that provides focus, process, and discipline for targeting accounts with high growth potential, including prospects.
Article courtesy of YellowBrix, Inc.
About the Author: Eric "Rick" Johnson is a principal of Indian River Consulting Group (IRCG). Founded in 1987 by J. Michael Marks, IRCG consults with distributors and suppliers to help them maintain a competitive advantage. He can be contacted by phone: (321) 956-8617; Web: www.ircg.com,
or
Email: rjohnson@ircg.com. A sample strategic planning session and a genetic development plan is available by e-mail.
