Strategic Planning
Strategic plans have a bad reputation. It’s something you’re “supposed” to have, but oftentimes no one bothers to review it or knows how to use, so it sits on a virtual or real shelf gathering dust.
What is a strategic plan, anyway? Simply put, a strategic plan is a comprehensive document used to guide an organization. It helps to keep everyone focused and to avoid mission creep.
Strategic planning is the process used to
- define the direction an organization is to take
- set goals
- decide on the action steps to address current challenges and take on future opportunities.
- identify needed resources
A strategic plan provides the parameters that align everyone’s efforts and day-to-day operations with a long-term vision. A successful strategic plan takes into account an organization’s mission, vision, values, and capacity.
If you google “strategic plan” or “strategic planning” you get a ton of information. In addition to the AI overview, there are the
- 5 C’s
- 4-4 process
- 3 principles
- Templates
- Guides
- 5 stages
- 10 steps
- 6 steps
- Many, many more.
In this newsletter I’ll talk about who needs to be involved and their roles, what exactly is to be achieved, and how you will know if you’re on track.
Who are the Strategic Planners?
This process is a collaboration between the board and the staff. Effective strategic planning often uses a task force comprised of both board members and key staff members to ensure alignment between vision and execution.
The board of directors:
- focuses on high level strategy
- sets the strategic direction that aligns with the mission
- ensures that resources are available
- approves the final plan
- monitors the progress
The staff led by the Executive Director or CEO:
- conducts research, as needed
- develops specific goals and action plans
- assigns responsibilities
- manages day-to-day implementation
A Strategic Plan is a Roadmap
- Where do you (collectively) want the organization to be in 3 years? 5 years? This is a very powerful exercise where people should feel free to express their dream or vision for the organization.
- Next is setting priorities. People will have different priorities. It’s important to listen to each other and agree on what is a priority for the organization, not you.
- Resources are more than money. It’s time and people. How will the board invest in the resources needed to achieve this plan?
- We have the vision, now what are the steps (action items) toward achieving this vision within the set timeframe? These must be realistic and measurable.
- A strategic plan is not set in stone. It should be considered a living document that will be reviewed on a regular basis, adjusted as needed, and improved as circumstances change.
Tracking Progress
The hard work of creating a strategic plan is done. Now, the next phase is to follow a clear strategic cycle, including how to review, refresh, and recast your plan at least twice a year. Use key performance indicators (KPIs), data analytics, and other measurements that define progress.
At DMGroupConsulting, our goal is to help you achieve your goals. Click here to schedule a free half-hour conversation: https://dmgroupconsulting.com/contact/.
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