I do not approach strategic planning with the goal of simply creating a document such as a business plan. There are other consultants who can do this, and I am happy to refer you to them.
For me, strategic planning is a process of achieving clarity.
An effective strategic planning process will equip a leader, a team or a company with a clear vision of where they want to go. A written document is then the natural outcropping of this vision, and can be developed rapidly through a collaborative process between the consultant and the client.
The planning process should begin by answering critical questions such as:
- How do we define success? failure?
- What excites us about the future? what terrifies us?
- What does “mission achievement” involve for our company?
Embedded in each of these questions are matters related to competitive analysis, marketing planning, operations . . . but you cannot start with these items.
Building a strategic plan is like building a compass. You first have to define “True North” for your company, and then this will magnetize all of the tactics in alignment around that target.
Typical Process
- Background Research: Consultant reviews key documents beforehand to develop baseline understanding of company while also conducting initial assessment of the field in which the company operates.
- Background Interviews: Concurrent with the above, consultant meets individually with key stakeholders for listening sessions to gain additional background and insights on the company.
- Definition: Consultant leads one of two group meetings to present initial findings and develop consensus on approach among the key stakeholders. At this phase, the company defines its “true north” — and everything that follows will stem from this vision for the company.
- Development: Consultant proceeds with individual and group meetings alongside additional research to determine how to achieve this vision. A formal, written plan begins to take shape as milestones are achieved (i.e. defining competition).
- Initial Presentation: As plan begins to materialize, it is presented to key stakeholders for refinement and expansion.
- Final Presentation: Once plan is finalized, it is presented to formal body of stakeholders for adoption. It is critical that all stakeholders agree to adopt the plan and hold themselves/each other accountable to its fulfillment. Ideally, this phase will also include assignment of specific responsibilities to the various stakeholders.
- Assessment Plan: Consultant will work with key stakeholders to develop the process for tracking progress towards implementation of the strategic plan. This will involve defining benchmarks with timelines for achievement as well as determining the schedule for formal reviews of progress towards plan. During this phase, the client can determine what role the consultant will play in an on-going basis — though an effective plan should require no on-going role other than assistance with assessment, if necessary.
The last of these items is an essential element that is missing from many other strategic planning processes, which develop plans that are put on shelves to gather dust. By contrast, a plan that begins with a true “visioning” process combined with effective stakeholder engagement can become integrated into the DNA of the company. In this case, ongoing assessment & review is welcomed as a natural extension of the team’s desire to celebrate progress towards fulfilling the plan.
