Bringing Strategy Development In-House

Bringing Strategy Development In-House

How integral is the planning process to your organization? Here is a quick checklist to help you level set:

  1. Does your organization have a corporate strategic plan? Does it create a clear pathway for success between your mission statement and vision statement?
  2. Have you set goals or targets for all departments and stakeholders? Can they articulate a plan to you about how they will achieve those goals/targets?
  3. Do departmental plans link across the organization? Or do departmental strategic plans live within the silos of your business?

Strategic plans are put in place to ensure everyone in the organization achieves desired results. But almost every company has a capabilities gap related to the planning process. And it’s related to the strategic thinking and development that underpins all corporate plans.

Building the Strategy Development Capability

Oftentimes, leaders don’t realize their full potential to create thoughtful strategic or departmental plans. The lion’s share of this assumption derives from the negative connotation that surrounds the strategic planning process. Just the thought of taking time out of our busy workdays to compile our goals and projects for the upcoming year and align them to overall corporate strategy is daunting. It seems easier and safer to hire an expensive consultant or facilitator to help with strategy development. Of course, there are certain initiatives that require the expertise of a third-party advisor, but we shouldn’t be too quick to throw money at problems we don’t feel like tackling (like building a strategic plan).

I’m here to let you know that the planning process doesn’t have to be laborious.

During your next management meeting or strategic planning retreat, look around the room. My bet is there is enough knowledge around the table to build an effective strategic plan. Start big. What does good look like for us as a company? What do we want to be when we grow up? Questions like these promote discussions and engage team members to think of broad strategic aspirations and the big strategic picture.

Once we’re able to identify our broad strategic initiatives, it’s time to operationalize our strategy. We’re essentially asking “What needs to get measured or get done to achieve those broad aspirations?”

The final piece is assigning the plan items out to team members and giving due dates. Accountability and execution are both strategic imperatives. When we have one, single accountable team member and a firm due date, things tend to get done. We never want good ideas to fall victim to bad timing, so it’s important to line up our resources appropriately during this phase. When you see the entire strategic plan, and when resources are allocated in order to drive results, you can identify goals/initiatives that would benefit greatly from inter-departmental collaboration, resourcing, and communication. Teams that work together get more done.

Seems Easy, Right?

Now, I know what you’re thinking: Wouldn’t it be great if we had a tool to help with this process? I’m glad you asked! AchieveIt’s technology effectively helps organizations create, report, and execute their various strategic planning initiatives. Use the intelligence you already have on your team to build your plan, and use Achieveit to monitor the performance of your plan and understand its value.

AchieveIt has created an easy-to-use format that makes it seamless for organizations to set goals and develop strategic imperatives. We combine your brainpower with our technology firepower to deliver the perfect strategic plan. Take a look right here.




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