Rapid Fire Strategic Planning
Sadly, most organisations exist, but do not evolve. And, if there is evolution, often it is not with purpose.
I have helped a number of organisations develop their strategic plans. While the organisations are quite diverse, there is a beautifully robust process I have developed which when followed results in a plan that is valuable and lasting – and almost unbelievably leaving all participants happy with the outcome. And, with just 12 steps and in just two hours!
The twelve key steps to be worked through at Board level, are
· Background research on the organisation and its issues by the facilitator,
· Location – it must not be corporate - preferably somewhere with natural light
· Two hour time limit (this is critical for the focus required),
· Outlining the process for the session,
· Polling attendees as to their vision,
· Developing a vision from the poll (often something that can be reached in three years),
· Developing four to five pillars that support the vision (usually one is resource)
· Working backwards from the three years goal to develop staged actions (usually 3 months, 6 months, 12 months, 3 years) for each foundation
· Reaffirming throughout the process that the Board members are engaged (not just comfortable) with the vision and the steps towards it
· Outlining the follow on process of how the strategic plan can be used – as an integral part of Board meetings, often linked to sub-committees, and how it is conveyed to the team
· Conclude meeting (at the two hour mark) with a wrap up of what we’ve agreed to. Board members are smiling at this stage.
· Follow up within a day with a graphically enabling one page strategic plan that includes all of the above (vision, pillars, timing and actions) that the board can use going forward along with instructions as to how to use it.
The facilitator must be firm and prepared to keep Board members on track to meet the objectives and deadlines. The facilitator also needs to be able to read the members’ proclivities so they are acknowledged and affirmed so they are not isolated from the process.
Finally the facilitator needs to relay to the Board the relevance of what they have achieved so they feel buoyed and empowered by the process.
And, hallelujah you have a strategic plan that will be followed and effective.