Oct
22
2015
If strategy is the journey, strategic planning and thinking is the map
By David Goodman.
When setting out on a journey with a destination in mind, we invariably consult a map, possibly even considering alternative routes to those previously taken. And so it is with strategic planning and thinking. It is the journey you will take to increased effectiveness and productivity and a critical part of the development and growth of any organisation. It is where you will review your own strengths and weaknesses and take on board those of your competitors.
You may be considering doing things differently; you may need to overcome significant challenges; or you may be seeking innovation. Whatever it is, strategic planning and thinking is the space in which the change will emerge.
Sounds exciting? It is, and when done systematically, it reaps great rewards.
Strategic planning is about gathering data on various aspects of your department or organisation and whilst you may have a view of what lies ahead, you willingly put aside what appears to be the best way forward. It is not about forgetting your destination. It is though, where you allow information to be processed and other options to emerge, during which time priorities will often change.
If a flat line represents a heart not beating and a consistent wave represents a steady beat, a more vigorous heartbeat, created by excitement and increased stimulation, will show a larger wave. Within an organisation this is the stage of strategic planning and thinking. It is where you create an environment in which it is okay to challenge the norm, look at things differently and step out of your comfort zone.
So what does the process involve?
Using tools such as SWOT, PEST, Portfolio Matrix and Gap Analysis, you will be able to:
1. Put aside the mantra of 'this is the way we do things around here'
2. Open the opportunity for comprehensive consultation
3. Gather rich data about your department or organisation
4. Share information in a systematic way with your stakeholders
5. Forward plan with much greater insight
Don’t underestimate the process. There is no cutting corners without losing value. Each phase of strategic planning and thinking contributes to the ultimate strategy and in this case, the whole is certainly greater than the sum of its parts.
Finally, getting it done is more important than getting it perfect. Why is it that Apple so often irons out quirks in their products after they have already been sold to the public? Aim for excellence not perfection. Billions of pounds are lost each year in the UK through lack of sound planning. Don't contribute to this loss. Attending a two-day Strategic planning and thinking course at the Centre could be one of the best investments you'll ever make.
David Goodman holds an MBA in Leadership and Management and spent a number of years as an officer in the military. A qualified fitness coach, David draws on his competitive sporting background to create meaningful analogies to help managers at all levels address their challenges with confidence.
