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O P I N I O N
A messy process Even if the strategic planning process turns out as hoped, it can still be an adventure with plenty of thrills and spills.
S trategic planning connotes an organized, step-by-step effort. It’s true, but it’s also quite messy because it’s a change initiative. In fact, the only reason to have a strategy is to effect change and, whether it’s negative or positive, all changes are stressful because with gains there are losses. We’re giving up the familiar and heading toward the unknown.
Gerri King CONSULTANT’S CORNER
Though often executed by the leadership team, if done correctly, the strategic planning process should include everyone at every level of the organization. (Remember, the people who do the job every day know how best to solve the problems.) Well thought out assessments will provide the necessary information to move forward and, predictably, a lot of unexpected information will emerge – often derailing the original plan. In the interest of moving fast, it’s rare that the appropriate amount of time is allowed. On the other hand, do not even begin unless the senior leadership team is committed to seeing it through from deployment to inclusion to implementation. Anything less will lead to cynicism among the employees and, ultimately, your external customers. The following questions are pivotal to the process:
❚ ❚ Why should we change? ❚ ❚ What are our challenges? ❚ ❚ What data collection is needed and what will we do with it? ❚ ❚ What should be included in our action plan? ❚ ❚ Where are we now and where do we want to be? ❚ ❚ How will we get there? ❚ ❚ Who must do what? ❚ ❚ What are our opportunities and barriers? ❚ ❚ What are our strengths and weaknesses? ❚ ❚ What resources (financial and staff), are we willing to commit? If responded to honestly, the conclusions can send the process into many unanticipated directions.
See GERRI KING, page 8
THE ZWEIG LETTER July 18, 2016, ISSUE 1160
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