STRATEGIC ROADMAP SEVEN ESSENTIAL QUESTIONS EVERY ORGANIZATION MUST ANSWER

Transcription

1 STRATEGIC ROADMAP SEVEN ESSENTIAL QUESTIONS EVERY ORGANIZATION MUST ANSWER Jeremy Couch, Ed.D.

2 INTRODUCTION Why does strategic planning matter? Will it make a difference? What is strategic planning, anyway? Perhaps these are some questions you have right now as you are deciding whether or not to take the time to read this e-book. I understand--you are not alone! Strategic planning is not a topic that excites or energizes most people. In this short e-book, my aim is to simplify strategic planning and show you that it is possible to develop a sound strategic plan by answering seven key questions. I believe that every organization should be able to answer these questions if they desire to gain clarity, improve their performance, and ultimately achieve something of lasting significance. Before we go any further though, I want to provide you with a working definition of strategic planning so that you understand what I am referring to when I use the term. As with many things in life, there are varying definitions and perspectives on strategic planning. Some are extremely complex, intricate, and often esoteric in nature. This is why people often avoid strategic planning altogether. My goal is to simplify the definition and the approach because I believe that there is power in simplicity! Sohere is my definition: Strategic planning is a systematic process in which organizations clarify priorities, create alignment, and allocate resources in order to make their desired future become reality.

3 Now that we have a working definition, I want to also take a moment to identify what I believe are the four stages of strategic planning: 1. Formulation: This is most intensive part of the process, as it involves the development and creation of the plan. 2. Communication: Once the plan has been created, it must be shared with the constituents of the organization so that they understand it. 3. Implementation: While formulation is the most intensive part, implementation is probably the most important because it requires action. This is where organizations often stall in their strategic planning efforts. They develop something but then fail to do anything about it. A plan without action is futile. 4. Evaluation: After implementing the plan, it is necessary to continually monitor and evaluate progress in order to identify what is and is not working. Clear. performance indicators play a key role in evaluating the success of the plan. For the purposes of this e-book, I will focus solely on the formulation stage of the strategic plan by presenting seven key questions that will help you get clarity about the things that are most important for helping your organization succeed. By the end, you will have all of the tools you need in order to construct a concise plan that you can immediately put to use. You might be thinking that this sounds too simple. That is my goal! I want to simplify strategic planning in your mind so that you will embrace the power of this process and the potential it can have on your organization s performance and success. So, let s get started.

4 QUESTION #1: Who are we? The person without a purpose is like a ship without a rudder. - Thomas Carlyle

5 CORE IDEOLOGY The most important question to ask first has to do with gaining clarity about your identity as an organization. You need to know what defines you, sets you apart, and guides your decision-making. This is your core ideology, and it has three parts: Purpose, Mission, and Values. Purpose is your reason for existence. Mission is about what you do on a daily basis to fulfill your purpose. Values are the core beliefs that guide your behavior and priorities. When you are crystal clear about these three elements, everything else falls into place around them. Otherwise, you are on a journey without a compass. Purpose (why you exist) helps you know the why behind your work. This is what gives meaning to what you re doing. Mission (what you do) helps you know where to focus your energy on what you do best. If everything is important, then nothing is important. Values (what you believe) shape the attitudes, effort, and behaviors of your people. These beliefs should never be compromised. Get clear about your core ideology this is your guide.

6 QUESTION #2: Where are we going? The only thing worse than being blind is having sight but no vision. - Helen Keller

7 VISION The second question is focused on clarifying your preferred picture of the future your vision. According to Bill Hybels, vision is a picture of the future that produces passion in people. Every leader needs to articulate a compelling vision for their organization and the people they lead. Following is a list of six key characteristics of an effective vision. Use this guide to help you develop a vision that inspires your people to move toward action. CHARACTERISTICS OF A COMPELLING VISION: 1) Vivid clear and understandable. 2) Inspiring connects with the heart. 3) Succinct concise and to the point. 4) Intentional has a definitive purpose. 5) Optimistic gives people a sense of hope. 6) Noteworthy needs to be memorable.

8 QUESTION #3: What is our current reality? An accurate, insightful view of current reality is as important as a clear vision. - Peter Senge

9 SITUATION ANALYSIS Answering this next question provides you with a clear understanding of the current situation facing your organization. Confronting your current reality requires honesty and objectivity in order to get an accurate assessment of what is really going on inside and outside of the organization. In order to do so, it is essential that you are as brutally honest and candid as possible. Otherwise, you ll never get a true assessment of the situation. One of the most effective, and simple, ways to assess your current situation is to conduct a SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis. Use the following guide to evaluate your current situation and help you decide where you need to focus your efforts going forward. KEY COMPONENTS OF A SWOT ANALYSIS: 1) Clarify your core strengths 2) Determine your areas of weakness 3) Examine opportunities for growth 4) Identify threats to your success

10 QUESTION #4: Which areas are most important right now? The essence of strategy is choosing what not to do. - Michael Porter

11 STRATEGIC THEMES The key to successful strategic planning is to think in terms of strategic themes broad areas of emphasis for the organization. These themes are wide in scope and should be articulated in just a few words. For example: customer service, technology enhancements, growth and innovation, marketing and advertising, organizational culture, and financial sustainability, to name a few. The themes need to be in full alignment with your core ideology and long-term vision. Instead of trying to accomplish too much at once, focus on improving in a few important and meaningful areas that will have an immediate impact. The results from your situation analysis in the previous section will help you determine which areas need the most attention right now. In order to help you focus on the most critical areas, it is recommended that you have no more than four themes.

12 QUESTION #5: What do we want to accomplish? People with goals succeed because they know where they are going. - Earl Nightingale

13 GOALS & OBJECTIVES Once you have identified your strategic themes, next you need to develop a few goals and objectives that align with each theme. Do not try to come up with a long list of goals and objectives less is more. When you try to do too much, you end up not accomplishing much. Use the following guide to help you: Goals should be broad and long-term in nature (three year or less). Objectives should be specific and short-term (one year or less). The goals need to be significant and challenging. The objectives need to be focused and attainable. Accomplishing your short-term objectives should help you get closer to achieving your long-term goals. The key with both is to make sure they are written in a way that can be measured. Otherwise, how will you know if you have accomplished them?

14 QUESTION #6: How will we measure success? If you can t measure it, you can t change it. - Peter Drucker

15 KEY METRICS Before you begin the implementation process, you need to determine the metrics that will be used for evaluation purposes. In other words, how will you know if your efforts are successful? The only way to really know is to have something that you can measure. Therefore, it is vital that you have a list of key performance indicators that you evaluate on a regular basis in order to assess your progress. In order to be effective, these key metrics need to align closely with your stated goals and objectives. By creating this alignment, you will be able to see what is working, and also identify adjustments that need to be made. These metrics need to be evaluated on a regular basis.

16 QUESTION #7: What actions will we take? The only place success comes before work is in the dictionary. - Vince Lombardi

17 STRATEGIES & TACTICS The final stage is where you decide what you will actually do in order to pursue your goals, themes, and vision. All of the planning comes down to figuring out which actions must be taken in order to make it all become reality. Here you need to identify both the strategies and tactics that will guide your efforts. What is the difference between the two? Strategies are broad and provide the general direction for how resources need to be allocated. The strategies should align closely with your themes and goals. Tactics are the specific actions that will be undertaken in order to achieve the overarching strategies. The tactics should be in alignment with your objectives.

18 Summary People need to be reminded more often than they need to be instructed. - Samuel Johnson

19 ROADMAP SUMMARY Answering the seven essential questions outlined in this e-book will provide an organization with the key components necessary for developing a clear, focused strategic plan. Establishing clarity around these areas will ensure that the organization is on the right track toward elevating its performance and realizing its full potential. To summarize, following are the seven key areas that comprise the strategic roadmap: CORE IDEOLOGY: the purpose, mission, and values of the organization. VISION: the organization s preferred picture of the future. SITUATION ANALYSIS: an inventory of the organization s current reality. STRATEGIC THEMES: broad areas of desired excellence for the organization. GOALS & OBJECTIVES: the intended results and outcomes. KEY METRICS: quantifiable measures for gauging performance. STRATEGIES & TACTICS: specific actions that will be implemented.

20 STRATEGIC ROADMAP CORE IDEOLOGY STRATEGIES & TACTICS VISION KEY METRICS SITUATION ANALYSIS GOALS & OBJECTIVES STRATEGIC THEMES

21 ABOUT JEREMY COUCH Dr. Jeremy Couch is a leadership educator, speaker, and consultant who is passionate about developing servant leaders and healthy organizational cultures. He has spent the majority of his career working in higher education as an administrator and professor. He currently serves as the Executive Director and an Assistant Professor of Leadership for Palm Beach Atlantic University in Orlando, FL. Couch has a doctorate degree in organizational leadership from Grand Canyon University and an MBA from Palm Beach Atlantic University. To learn more about Jeremy and to connect with him, visit his website and blog at

22 Strategic Roadmap: Seven Essential Questions Every Organization Must Answer Copyright 2018 by Jeremy J. Couch All rights reserved. INSIGHTSFORLEADING.COM