Strategic Planning sounds like a complicated, esoteric thing. If
done properly, it is not.
Strategic Planning simply consists of determining
Planning is very simple in concept, yet it is hard work. It is better
performed under the guidance of a detached third party who is unaware,
unconcerned with, and unaffected by the company politics. The product
of strategic planning is a document, which will serve as the roadmap for
your company path.
We probably do not have to create a vision and strategy for your
organization, as some planning consultants will tell you. You already have
that. We just need to get it refined, agreed upon, and communicated
through the organization, then develop the goals, tactics, and plans which
enable members of your team to translate this strategy into action.
A good plan doesn't stop with the creation of the document, however. To
ensure results, we can help you in the development of measurement systems and
assessments to ensure continuous improvement.
10 Good Reasons to Strategic Plan
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FOCUS - The status quo in the world is entropy and disorder, which
happen all by themselves and without work. If you want to make money,
you must swim against the flow, and create order. That takes
work. That takes strategic planning
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CONSENSUS - The Strategic Plan is a document which points out what
everyone has agreed upon, and agreed to pursue whole heartedly
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A PIVOT FOOT - All of the other actions (and their related
buzzwords - found on this web site) are extensions of strategy; the old
"Mission, Vision, Values" that everyone talks about. These
are your flagship strategies, and your core strategies are what keep you
grounded while you reach for the stars
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CYA - A year from now, when people say stupid things like "I
never said that", or "I would have never agreed to that" you
have a document to go back to
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IT'S YOUR JOB - It is the responsibility of senior management to
steer the ship. If you don't know what you want, and/or are unable to
communicate it clearly, how do you expect your staff to have any guiding
vision?
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CONTROL - Good Strategic Planning turns around poorly performing
divisions, and keeps the reigns upon explosive growth
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CONTINUITY - Things change, management personnel changes, market
factors change. People come in who didn't attend the CEO's stirring
speech at the Marriott last summer. If they don't know your agenda,
they will apply their own. (Hell, even if they do know your agenda,
they may still apply their own. But we'll deal with that in the
section entitled "reorganization".)
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CLONING YOUR CULTURE - As you grow, merge, acquire, expand, hire,
etc., you'll bring in new people and new capacity. The bigger the org
chart, the further you are from the front lines. Planning in advance
documents your vision, and gives the expandees something tangible with which
to chart their course
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BUDGETING - As new opportunities arise, so do price tags.
Sometimes people will salivate at options which will cause you to veer off
course not just functionally, but financially. A strategic plan will
document how much is too much
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A TEMPLATE - Your well-done strategic plan will have a five year
horizon. But the universe won't wait five years for you before it
changes course. Before the five years are up, you'll revise the plan
and begin a new five year horizon - but you won't be starting from
scratch.
Is a Strategic Plan the Same as a Business Plan?
No. But they are similar. If you have neither, you probably want
both. A Business Plan contains your strategy,
but also more detailed financial information for potential investors. A
lot of material from the Strategic Plan, Business Plan, Marketing Plan, etc.
will be boiler-plate text. Doing them at the same time allows you to
do a lot of cutting and pasting.
Capabilities
I'm good at this! It's not about me, it's about you. But if you
want to read about me, see my resume, and then go here.
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