Your employees are busy with the day-to-day operations and can provide you with a unique view of the company.
In addition to your employees, it’s beneficial to reach out to people outside of your company to get their opinions.
As with any business activity, the strategic planning process itself needs to be carefully managed.
We need right people to handle Responsibilities and resources and you need to keep on top of the process.
A good rule of thumb is that you shouldn’t try to do it all yourself. Take on board the opinions of other staff — key employees, accountants, department heads, board members — and those of external stakeholders, including customers, clients, advisors and consultants.
For example, you may decide to hold a series of weekly meetings with a strategy team before delegating the drafting of a strategy document to one of its members.
Get some support by key decision-makers, notably owners and investors
be acceptable to other stakeholders, such as your employees.
This is the first stage in the planning process. The more specific the criteria, the easier it will be to choose from multiple options.
Typically, SP is operationalized as a systematic process of strategy formulation. During this an organization’s environment is analyzed and strategic goals are defined (Poister et al., 2013; George et al., 2016a).
Despite its popularity, the effectiveness of SP is a good topic for Debate (Ugboro et al., 2011). It is hard to deny the omnipresence of strategic plans in the public sector, which gives birth to a question
Why are practitioners so keen on SP if it does not work?https://shouts.site/strategic-planning/
In Flanders (the northern, Dutch-speaking part of Belgium), In local government a new part of a set of new public management (NPM) reforms was SP
This article assesses the actual impact of an imposed change.
Good strategic plans should create some level of organizational change — a shift in direction, a shift in focus, new missions. But it can be hard to realize the intention to change with limited resources and a high pressure environment.
It is a challenge to lay a set of new stretch initiatives on top of the daily work of just running the organization.
Some clients have started requesting what I am calling Strategic Management Services — a regular (about twice per month) presence on-site to help the organization stay on track strategically and align its structure and governance to support its strategic plan.
The organization is about coaching the executive director and senior staff on strategic issues to which they should be responding.
Several of my clients have greeted this strategic management presence on a semi-regular basis because it cost less than a large-scale strategic planning initiative.
But it also helps them stay on track and keep their eyes on the horizon.