The new strategic planning

Most organizations in their direction in an overall strategic plan. The plan includes some made of a cascade goals - actions - the evaluation process that is bound to have the organization or organizational financial success he desires. Unfortunately, most organizations to stop and engage the proper planning methodology and the detailed analysis needed to truly create measurable change.

If a company creates a strategic plan or business plan that is devoid of population projections and financial data, then it is likely to default of "motherhood" statements that attempt to describe where to go and maybe include some objectives, strategies, tactics, program structure and evaluation mechanisms in the process. However, if it is not the crunch the numbers and measure where you will find before and after the strategic plan takes place, then how will know if it has reached its goal state? The answer is: they do!

Too many strategic plans that I've seen over the years has been typed on the high level directional statements, nebulous goals and strategies and tactics mounted freely. The measurements are usually made of metrics industry standardized, which, at the end of the day may or may not be affected by the strategic because the strategies are not specific enough to create the results to create targeted claim.

So what's the answer?

The answer lies in the work that occurs before or early in the process of strategic planning. The most important work that can be done is to seek, itemize, categorize and analyze the data provided by your operating environment. It 's important to use models of environmental or situational analysis to truly understand where you are now. These models should involve a detailed assessment of current issues, historical and projected on to the interior and exterior of operation and planning of the company. External factors include political, regulatory, legal, economic, cultural, environmental, social, demographic, market trends, market uncertainty, technological, biophysical factors and other factors specific to the sector. Internal analysis should use the data from past, present and future relating to people, finance, marketing, technology, leadership / power management, project management skills, capacity growth, capital investment and capacity, measured by internal growth and scalability.

After examining these issues and distill common themes, then and only then a strategic plan should be formed which aligns with the organization's strengths and protects his weaknesses.

A visioning process masquerading as a strategic planning process does not lead to anything except for creating polished documents that all say the same thing. I reviewed the strategic plans for a service organization in the public sector that were indistinguishable from a private company in the manufacturing sector. This should not happen.

Level of executive management and Board of Directors must be aware of the facts and figures and how they relate to the overall strategic direction of the organization. Instead of creating separate strategic, business, operation, evaluation, stakeholders, communication plans, why not consider rolling up in a binder of planning. You'll save paper, and the organization can use the encyclopedia company to track and navigate its course, instead of having several different plans and planning processes that most often not to create duplication, waste, and under-utilization of resources.

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