Strategic Thinking is a more comprehensive planning model that covers innovation, strategic planning and operational planning.
You may want to consider using a facilitator from outside of your organization if: Your organization has not conducted strategic strategic business planning skills business before. For a variety of reasons, previous strategic planning was not deemed to be successful.
There is no one in the organization who members feel has sufficient facilitation skills. No one in the organization feels committed to facilitating strategic planning for the organization.
Leaders believe that an inside facilitator will either inhibit participation from others or will not have the opportunity to fully participate in planning themselves.
Leaders want an objective voice, i. Also see Consultants using. Who Should Be Involved in Planning?
Strategic planning should be conducted by a planning team. Consider the following guidelines when developing the team. Note that reference to boards of directors is in regard to organizations that are corporations. The chief executive and board chair should be included in the planning group, and should drive development and implementation of the plan.
Establish clear guidelines for membership, for example, those directly involved in planning, those who will provide key information to the process, those who will review the plan document, those who will authorize the document, etc.
A primary responsibility of a board of directors is strategic planning to effectively lead the organization. Therefore, insist that the board be strongly involved in planning, often including assigning a planning committee often, the same as the executive committee.
Always include in the group, at least one person who ultimately has authority to make strategic decisions, for example, to select which goals will be achieved and how. Ensure that as many stakeholders as possible are involved in the planning process.
Involve at least those who are responsible for composing and implementing the plan. Involve someone to administrate the process, including arranging meetings, helping to record key information, helping with flipcharts, monitoring status of prework, etc.
Consider having the above administrator record the major steps in the planning process to help the organization conduct its own planning when the plan is next updated.
Note the following considerations: In general, where there's any doubt about whether a certain someone should be involved in planning, it's best to involve them. It's worse to exclude someone useful then it is to have one or two extra people in planning -- this is true in particular with organizations where board members often do not have extensive expertise about the organization and its products or services.
Therefore, an organization may be better off to involve board and staff planners as much as possible in all phases of planning. Mixing the board and staff during planning helps board members understand the day-to-day issues of the organization, and helps the staff to understand the top-level issues of the organization.
Number and Duration of Planning Meetings 1. New planners usually want to know how many meetings will be needed and what is needed for each meeting, i. The number of meetings depends on whether the organization has done planning before, how many strategic issues and goals the organization faces, whether the culture of the organization prefers short or long meetings, and how much time the organization is willing to commit to strategic planning.
Attempt to complete strategic planning in at most two to three months, or momentum will be lost and the planning effort may fall apart. Scheduling of Meetings 1. Have each meeting at most two to three weeks apart when planning.
It's too easy to lose momentum otherwise. The most important factor in accomplishing complete attendance to planning meetings is evidence of strong support from executives.
Therefore, ensure that executives a issue clear direction that they strongly support and value the strategic planning process, and b are visibly involved in the planning process.
An Example Planning Process and Design of Meetings One example of a brief planning process is the following which includes four planning meetings and develops a top-level strategic plan which is later translated into a yearly operating plan by the staff: In the retreat, the organization may then begin the next step in planning, whether this be visiting their mission, vision, values, etc.
Goals are often reworded issues. Planners are asked to think about strategies before the next meeting.Sales, strategic initiatives, business partnerships, market development, business expansion, and marketing – all of these fields are involved in business development, but are often mixed up and.
Strategic planning is an important skill for a number of jobs. While some people hold the position of a strategic planner (or strategic planning association or strategic planning manager), there are other jobs that require strategic planning skills.
Thinking strategically requires both technical and tactical skills. Technical skills such as metacognition are rarely discussed around the management or leadership table, and are not widely understood by even those who are responsible for the strategic path.
Developed by StrategyDriven’s seasoned business professionals, these planning tools streamline the strategic and annual planning processes while helping leaders develop those initiatives and operational activities most aligned with achievement of the organization’s goals.
Advance your strategic analysis skills in this follow-up to Foundations of Business Strategy. Strategic Planning and Execution. Commitment 4 weeks of study, hours/week Subtitles the Business Strategy Capstone Project, a comprehensive Strategic Analysis, provides an opportunity fo more.
You can choose to take this course only. The strategic planning process is an important part of most organizations’ operating rhythm. The leadership challenge, however, is to make sure that it’s more than just a corporate exercise.