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Strategic Planning

Strategic Planning. Putting Planning Into Action Jim Hessler Path Forward Leadership Development January-February 2017. Strategic Planning. WHAT. HOW. WHY. Plans are useless, But planning is indispensable. Dwight Eisenhower-. Strategic Planning.

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Strategic Planning

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  1. Strategic Planning Putting Planning Into Action Jim Hessler Path Forward Leadership Development January-February 2017

  2. Strategic Planning WHAT HOW WHY

  3. Plans are useless, But planning is indispensable. Dwight Eisenhower-

  4. Strategic Planning • Positive outcomes of Strategic Planning: • The intellectual and emotional engagement of employees and partners. • An iterative and flexible approach that “flexes” as things change. • Accountability and performance. • Thought leadership. • Resource planning and prioritization.

  5. Strategic Planning • Potential negatives from Strategic Planning • Too much guessing and “predicting.” • Loss of trust in the organization’s management to execute. • Sunk costs. • Black box- only a few people know the plan. • Plan sits on the shelf and becomes a joke. • Becomes too much a reflection of what YOU want.

  6. Performing to plan! • Is it OK to change your plan? • If so, how do we build this INTO the process of planning? • What do you do with the plan once it’s written? • How can the plan become the “executive” presence to which all employees are accountable– most notably, YOU.

  7. 3 “Windows” to Look Through • 5 Years • 1 Year • 90 days

  8. 3 “Windows” to Look Through • 5 Years • 1 Year • 90 days

  9. The (rolling) 5 year window • What are the assumptions I’m re-viewing when I look through my 5 year window? • Business model? • Product/service potential? • Market conditions? • Personal role. Leadership transition? • Threats to Values/ Culture? • Ownership issues? • Staff growth/development? • Others????

  10. The (rolling) 1 year window • What are the broad initiatives I need to execute on during the next 12 months? • Plan expansion into another market? • Add staff/office space? • Introduce new product/service? • Reorganize structure? • Process redesign/IT initiative? • Others????

  11. The (rolling) 90 day window • AKA CHUNKING DOWN THE BIG STUFF • Study rents and market potential in secondary market. • Engage realtor to find options for new office space. • Present new product idea to test-marketing groups. • New org chart proposal to Board/Exec group. • Written project plans, assigned by name and date, and reviewable MONTHLY. Time and resources prioiritized.

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