Recently I was asked to provide some coaching to a small organization relative to strategic thinking and strategic planning. I hesitated but saw the need and importance of the request. It really got me thinking about what my approach had been in the past. Like many, it was very traditional - mission, vision, SWOT analysis and on to goals. Nothing wrong with those concepts and processes. They still work. But I wanted to force myself and the people I was working with to think and act a little differently. This is 2012 for heaven's sake and things have changed a bit. Everything moves faster, people have more information and people's environment is frankly more controlling. That process helped me develop the following outline for a strategic planning process in 2012. I share this short guide here and hope some people can have fun with it.
Where Did We Come From?
A historical perspective needs to be discussed, allowing everyone an opportunity to share their perspectives. This should include a listing of successes, failures and accomplishments recognizing that some parties will view things differently which is the purpose of the discussion. A review of organizational documents should take place to identify operational rules that may need review and clarification. Is everyone on the same page?
Where Are We Right Now?
There needs to be an honest assessment of where the organization, team, unit is right now. Right at this moment. Through honest and open discussion, the group needs to determine the reality of their current operations and environment. This is not the ideal. This is not the vision, hopes and dreams. This is the reality vs the perception. How well are things really working? Items that should be discussed are - communications and interactions among all of the players, technology, functions of units and current identification of projects and goals. This would also include current financial assets and liabilities and sustainability.
Where Do We Want To Be?
This needs to include a discussion of the environmental issues facing the organization - financial, technological, geographic, cultural. What are people thinking about the goals and development of the organization? Should things stay the same? If not, why not? What would alternate plans or functions look like? Are there organizational rules and operations that would need to change?
A historical perspective needs to be discussed, allowing everyone an opportunity to share their perspectives. This should include a listing of successes, failures and accomplishments recognizing that some parties will view things differently which is the purpose of the discussion. A review of organizational documents should take place to identify operational rules that may need review and clarification. Is everyone on the same page?
Where Are We Right Now?
There needs to be an honest assessment of where the organization, team, unit is right now. Right at this moment. Through honest and open discussion, the group needs to determine the reality of their current operations and environment. This is not the ideal. This is not the vision, hopes and dreams. This is the reality vs the perception. How well are things really working? Items that should be discussed are - communications and interactions among all of the players, technology, functions of units and current identification of projects and goals. This would also include current financial assets and liabilities and sustainability.
Where Do We Want To Be?
This needs to include a discussion of the environmental issues facing the organization - financial, technological, geographic, cultural. What are people thinking about the goals and development of the organization? Should things stay the same? If not, why not? What would alternate plans or functions look like? Are there organizational rules and operations that would need to change?
That's it. Count on two or three days worth of activity and enjoy!
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