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O P I N I O N
Off the shelf
When creating your strategic plan, don’t forget that transformative ideas might be buried deep within your organization, so be inclusive with your staff.
I recently overheard a CEO of a large AEC firm say, “We just went through another strategic planning exercise that included our entire management team. My COO and I do not think it is the right direction, but we’ll print it anyway and then do what we think is best.” In other words, the obligatory strategic plan is completed and then put on the shelf until the next one replaces it. It is never used as it was intended. Instead, this tool is largely ignored and any benefits it could have given to the company are lost.
Andy Platz GUEST SPEAKER
This sort of dismissal is not uncommon. However, the importance of a well-done strategic plan cannot be overstated. The right one can help the company set priorities and create a vision for the future. A cohesive plan offers a way to objectively measure progress and makes sure all facets of a company are aligned, working toward one goal. Whether you choose to use internal resources or outside facilitators, whether you include just your management team or expand to a larger group, whether you complete one every two years or every seven – these factors are up to the company to decide what is right for their situation. The most important thing is to create a document that
provides direction for the future of the company. This simple act alone provides tremendous benefits that are so often missed. EXPANDING THE PROCESS. The strategic planning pro- cess itself, beyond the final product, can be a great source of alignment for all employees in the firm. When everyone has input in the process, through their respective departments or markets, the out- come delivers a better organizational vision for the future and improves employee motivation. Input can be solicited in the form of department-
See ANDY PLATZ, page 10
THE ZWEIG LETTER September 17, 2018, ISSUE 1264
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