Any time there is a discussion about strategic planning, someone invariably invokes a version of “no one plans to fail, they simply fail to plan.” As trite as it may sound, planning should always be included in the work in which your organization engages. Strategic planning is often relegated to the back burner because it takes time, could be ignored, or can be excessively expensive. 

Consider the effect that lack of planning can have on an organization—you may muddle through the year and gain a few new customers, increase sales volume, or start a new program, but just as easily, business can slow down, the cost of goods can rise, and cash can flow straight out the door. Without planning you lack the direction that setting goals and creating strategies can provide. Without direction and a plan of action you get what comes your way with little or no control over how it happens. 

So what is this thing called planning and how does it work? It's a process to determine what an organization intends to do in the future to focus its vision and meet its mission. It's collaborative. It's “finding the fit.” It enables you to find and use information to identify trends and forces that will help you direct change in the organization and proactively create your future. It allows for integrating these changes into your ongoing management processes, as well as for evaluating your progress. The process itself involves important stakeholders and by its nature, fosters “buy-in.” It is important to understand that if you are in a current crisis or experiencing a number of problems, it is not the time for planning, but implementing quick fixes to get back on some sort of reasonable footing. Planning is a process that takes time and needs to be conducted when there is time for thoughtful and deliberate work. You want to have a good cross section of people creating the plan. Chose participants from various groups of stakeholders. Depending on the type of organization or unit within a company, you might include board members, department heads, key staff members, line workers, and if appropriate, clients or customers. 

So now that you have your players, what happens next? Set aside time. This should be an evening or a full day to start, and another full day if needed. Use this time to get from visioning through a SWOT (Strengths, Weaknesses, Opportunities and Threats) exercise and preferably goal setting. With a good facilitator, it can certainly be accomplished in that timeframe. The first step is developing and articulating your vision—what the world will look like if you get there. Your vision may not be completely achievable, but something to strive for. But it sets the bar for your mission. That mission could range from ending hunger in your community or becoming the number one company in your industry. 

Regardless of the final version of your agreed upon vision, it guides and ties into your mission statement. If you already have an existing mission, now is the time to give it a thoughtful review. It may stand as is or need some revision. If you have never articulated a clear mission statement you now have the opportunity to set down language that will guide your future. Your mission statement should be a clear indication of the challenges that you directly want to influence. For example, it could contain language referring to a high level of customer service and achieving local market leadership. 

The final step prior to directly creating your plan is a SWOT analysis. Take time with all participants to review the organization, its history, accomplishments, the strengths and skills of the staff, economic indicators and performance, physical plant, competition, and anything that has an impact on your ability to do business. Build upon your strengths, determine existing opportunities so you can create strategies and actions and then take advantage of them—recognize your weaknesses and threats as challenges to face, to correct, and to eliminate.

It is during your SWOT discussion that your ideas for goals will begin to form. As you compare where you are to where you want the organization to be, you will begin to understand what you need to do to capitalize on your strengths and opportunities, and how to address and eliminate your weaknesses and threats. That's how you determine the goals you will have to reach to move to the next level in achieving your mission. The rest of the work is now in the details and how long it will take to get there. We will address those steps in our next installment.