These systems integrate its proprietary operating system software with hardware supplied by major manufacturers, and are sold to small, medium and large-sized companies for a range of business applications. Its systems are distinguished by a sophisticated operating system, which permits use without trained data-processing personnel.
We currently are in design stages for making such a template available to those seeking a tool rather than a complete strategic planning process. Having said that, though, in our experience a plan that really serves or delivers comes from a blend of sound process and facilitation as well as design of the template.
It is hard to separate the two or gauge the relative importance of each. Both current literature and our own experience confirm that there are principles which are vital to creating a plan that will truly add value to an organization.
And these principles address inherent problems with the majority of strategic planning processes. To understand the value of the principles, it is best to start with understanding.
Though there have been many enhancements since then, the principles underlying our initial design continue to serve our clients today. We were prompted to design a new approach based on the experience each of us had had with planning systems that failed us as managers or that had not worked for our early clients.
There came a day on a long airplane flight when we were able to isolate and name what we believed were the causal factors of plans under-performing. The problems we identified: One client we worked with had goals in its previous plan.
There were also many cases where leadership was not consistent in day-to-day direction to validate that what was in the plan was, in fact, a priority.
Not Usable as a Day-to-Day Tool: Often, new clients would describe their previous planning effort as a good experience to go through, but that the resulting product did not become a tool used on a daily or even regular basis to guide action and measure success.
In short, the strategic plan sat on a shelf. Lack of Alignment and Ownership: This is really a process matter, but we often found the staff was disconnected from their plan.
Research has shown that a lesser quality plan with a high level of commitment to action will outperform a higher quality plan with lower commitment.
The ultimate test of any plan is whether it leads to intended results.
Not clearly assigning responsibility to specific individuals to manage and complete each strategic project undermines getting desired results.
One thing is for sure, the future never rolls out exactly the way you planned it. Staff leave, new problems and opportunities arise, strategies prove unworkable, etc. That means the plan, or template, must be easy to modify.
Not Fun to Do: For all the reasons above, and the fact that many planning processes drag on for months, we often found apathy at best or hostility at worst when beginning planning with new clients. Taking a lot of scarce time while not adding value created this often-held viewpoint of strategic planning.
I have listed them here for you to consider including in your own strategic planning process: Limit your strategic agenda. We have found that 5 to 7 key projects is a workable, doable number. For the bulk of each workday, your team will be consumed by meeting the day-to-day demands of the organization.
Over-committing gives you losses. Committing to what you can truly deliver will give everyone wins and get you greater support for future planning efforts.
Try to get an understandable outline of your plan on a single sheet of paper that your team can look at regularly and understand easily. This helps keep the plan active and alive. Each team member gets their own copy, while a wall-sized version goes in the conference room.
The more visible the plan, the more attention and effort it will get.The Strategic Business and Operations Framework is a philosophy and decision-making model for how Georgia Tech will work towards achieving the goals of the institute and “ relentlessly pursue institutional effectiveness” (Strategic Plan - Goal 5).
Strong strategic planning is critical to the success of every organization. It is the process by which strategy is translated into concrete short-term actions.
It can also be a vehicle for deciding which markets are important to your company’s future, and which capabilities you will need to reach. This lesson will explain the four types of planning used by managers, including strategic, tactical, operational and contingency planning.
Terms, such as single-use plans, continuing plans, policy. The course is designed to provide students with insights into the complex environment that organizations of any size operate. Organizational leaders’ and organizational members’ responsibility to use ethical thinking to balance stakeholder interests with organizational duty are examined.
Strategic Planning. Strategic planning is a process an organization uses to prioritize and focus the efforts of the company as well as the implementation of a plan.
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