Why, What and How? Strategic Planning White Paper

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PEOPLE. PERFORMANCE. PROFITABILITY.

Contents

Introduction .. . . . . . . . . . . . . . . . 1

Preparation ... .. .. .. .. .. .. .. .1

Begin.with.the.End.in.Mind.. .. ..2

Current.State.of.Affairs. ... .. .. .2

Facilitation. .. .. .. .. .. .. .. .. ..2

It’s.Not.Just.the.Plan,.It’s.the.Planning. .. .. .. .. .. .. .. .. .. ..2

Learning.Theory. .. .. .. .. .. .. ..4

Maximize.Your.Organizations’.Performance.via.Disciplined.Planning. .. .. .. .. .. .. .. .. .. ..5

Strategic.Planning.Definitions . ..5

Strategic.Planning.Model. .. .. ..7

About.the.Author . .. .. .. .. .. ..8

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Why?, What? and How?Three Critical Questions that Most Businesses Never Fully Answer. Is your business one of them?By: Jerry Scher, Principal & Paula Collins, Founder

Introduction

Businesses.today.are.confronting.intensifying.competition,.a.shortage.of.well.trained/motivated.employees.and.highly.effective.sales.professionals,.disruptions.to.historical.revenue.streams.and.continuous.challenges.to.their.“business.as.usual”.structures ...Organizations.capable.of.planning.effectively.are.positioned.to.respond.to.this.dynamic.business.environment.as.well.as.leveraging.all.of.their.business’.assets .

Whether.you.are.directing.the.activities.of.an.entire.organization.or.only.one.component.of.the.organizations’.program.of.work,.the.same.framework.applies ...The.capability.of.the.organization.to.optimize.assets.(i e .capital,.human,.market.opportunities).to.achieve.its’.ultimate.vision.and.mission.is.contingent.upon.having.a.clear.road.map.to.success ...This.roadmap.must.answer.the.fundamental.questions.of.Why?, What? and How?.

All.too.often,.employees.respond.to.both.internal.and.external.forces.without.a.clear.view.of.the.organization’s.vision,.mission,.goals.and.objectives ..Without.team.buy-in.and.alignment,.valuable.resources.are.wasted.on.efforts.that.ultimately.fall.short.of.the.desired.results ..They.fail.because.the.team.was.not.focused.on.a.carefully.designed.and.communicated.strategic.game.plan

Stop.and.think.of.a.time.when.your.team.was.disengaged .Perhaps.they.were.playing.the.“blame.game”.while.you.were.asking.yourself.why.they.didn’t.understand.what.was.expected.from.them ..Or,.maybe.they.were.wearing.themselves.out.running.around.fighting.fires . These conditions are more often than not the result of insufficient or ineffective planning.

Preparation

A.successful.planning.process.requires.careful.preparation.and,.instead.of.wasting.time.experimenting,.should.be.conducted.using.a.proven.planning.process ..Based.on.what.you.want.to.accomplish,.you.should.carefully.consider.the.time.that.will.be.allotted.for.the.process ..Determine.where.the.meeting.will.be.conducted.and.select.a.location.that.will.permit.uninterrupted.participation

Depending.upon.the.focus.of.the.planning.session,.pre-meeting.materials.should.be.circulated.in.advance.so.that.each.participant.will.have.the.opportunity.to.study.the.background.information.that.is.available ..

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This.will.engage.people.in.the.research.and.discovery.process.that.is.necessary.and.save.a.great.deal.of.precious.time.when.the.meeting.begins ..Surveying.participants.in.advance.about.their.positions.will.not.only.stimulate.their.thinking.about.key.issues.but.will.also.assist.you.in.gaining.insight.into.how.people.are.thinking .You.can.summarize.their.pre-meeting.input.and.have.your.facilitator.share.it.as.a.part.of.an.opening.presentation

Begin With the End In Mind

Would.you.depart.on.a.trip.without.determining.your.final.destination?..Probably.not!..The.planning.process.begins.with.a.basic.question;.if.we.are.highly.successful.by.(set.a.time.frame),.what.will.it.look.and.feel.like?..Completing.this.participatory.exercise.with.your.planning.team.will.provide.clarity,..define.expectations.and.create.a.shared.vision

Current State of Affairs

With.a.clear,.agreed.upon.description.of.your.expectations.for.the.future,.it.is.critical.that.your.team.describe.the.current.state.of.affairs.from.a.wide.range.of.perspectives ..This.process.should.incorporate.a.variety.of.interactive.communication.exercises.to.encourage.open.and.honest.dialogue ..All.team.participants.need.a.chance.to.be.heard .

During.this.process.you.must.identify.the.organization’s.strengths.and.weaknesses,.and.describe.the.internal.and.external.conditions.that.will.inhibit.and/or.contribute.to.the.organization’s.success .Prepare.yourself.for.a.diverse.view.of.the.status.quo;.participants.should.describe.what.their.reality.is.based.on.their.personal.perspective ..This.process.is.necessary.in.order.to.gain.organizational.clarity,.and.is.best.accomplished.with.an.impartial.facilitator

Facilitation

Your.facilitator.can.make.all.the.difference.to.achieve.an.effective.planning.session .This.person.needs.to.have.very.effective.communications.skills,.including.the.ability.to.ask.good.questions,.listen.actively.and.engage.everyone.in.dialogue .The.ability.to.design.and.redesign.group.processes.during.the.meeting,.striking.a.balance.between.adhering.to.the.preplanned.process.and.getting.the.necessary.results,.is.vital .

Time.management.and.the.ability.to.keep.the.group.focused.are.also.critical ..Completion.of.the.planning.process.must.be.accomplished.in.the.allotted.time.and.while.the.energy.level.is.high ..Many.times,.individuals.

Consequences of Reactive Management

.▲ Missed.opportunities

.▲ Wasted.resources

.▲ Internal.conflicts.and.the.blaming.syndrome

.▲ Inability.to.recruit.and.hire.talented.employees

.▲ Excessive.turnover

.▲ Lackluster.profits

.▲ Dissatisfied.stakeholders

.Most.organizations.are.more.accomplished.at.reactive.management.than.adhering.to.a.well.developed.Strategic.Plan .If.you.are.experiencing.some.(or.worse,.most).of.these.symptoms,.its.time.you.took.a.hard.look.at.your.planning.process,.and.embrace.an.effec-tive,.proven.approach.to.planning.-.a.model.that.can.be.integrated.into.your.overall.business.approach.and/or.utilized.for.selected.key.projects .Either.way,.an.effective,.proven.planning.process.is.an.essential.business.building.tool.and.you.owe.it.to.your.business.to.have.your.senior.management.team,.at.the.very.least,.learn.this.skill.and.participate.fully.in.this.level.of.planning,.starting.immediately





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within.the.group.can.be.difficult.to.manage.throughout.the.planning.process ..Hidden.agendas.are.often.in.play.during.the.process ..The.facilitator.must.be.able.identify.those.agendas.and.effectively.deal.with.them ..For.all.these.reasons,.you.should.take.great.care.in.selecting.your.facilitator.to.ensure.a.successful.planning.session

It’s Not Just the Plan, It’s the Planning A.well.executed.Strategic.Planning.process.will.result.in.a.well.defined.plan.as.well.as.a.team.that.has.learned.to.better.work.together ..The.process.of.planning.should.be.a.creative,.participatory.activity.involving.the.clarification.of.a.shared.vision.and.an.understandable.statement.of.the.current.state.of.the.organization .

As.each.stage.of.the.process.is.accomplished,.a.written.plan.will.emerge ..The.following.must.be.answered:

.▲ Why?

.▲ What?

.▲ How?

Participants.focus.on.the..“Why?”..as.they.research.and.examine.the.facts,.internally.and.externally,.and.make.assumptions.about.the.future

As.the..“What?” .is.developed.through.identifying.contributing.and.inhibiting.factors,.and.writing.concise.goals.and.objectives,.you.will.be.creating.the.basic.components.of.an.accountability.program ..Realistic.and.measurable.outcomes.will.be.identified.so.that.team.participants.will.be.clear.about.the.organization’s.expectations .

Finally,.the. “How?” .is.answered.in.the.form.of.actionable,.behavioral.strategies.and.tactics ..The.game.plan.will.be.designed.and.the.appropriate.resources.will.be.allocated .Each.person.involved.must.understand.their.role.in.helping.the.organization.accomplish.the.desired.results,.and.the.ways.progress.will.be.measured.and.recorded

There.is.great.value.in.learning.something.new.that.can.be.applied.daily.in.decision.making.situations,.especially.in.a.rapidly.changing.business.environment.like.we’re.experiencing.today ..Once.this.planning.model.is.embedded.in.your.organization.and.your.team.has.developed.the.appropriate.skill.set,.it.can.easily.be.used.on.an.ongoing.basis.as.new.opportunities.and/or.challenges.occur

There.is.great.value.in.learning.something.new.that.can.be.applied.daily.in.decision.making.situations,..especially.in.a.rapidly.changing.business.environment.like.we’re.experiencing.today ..





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Learning Theory

As.with.all.new.systems.or.structures.introduced.into.an.organization,.the.effectiveness.of.the.process.will.be.determined.by.the.team’s.clear.understanding.or.knowledge.of.the.principles,.a.positive.mindset.that.is.open.to.new.ideas.and.approaches.and.a.willingness.to.invest.the.time,.energy.and.cooperative.effort.to.change.their.behavior .

Knowledge,.Attitude.and.Behavioral.change.are.essential.components.to.the.success.of.any.new.initiative

Studies.have.demonstrated.that.another.significant.key.to.success.in.embedding.a.Strategic.Planning.model.into.your.organizations’.culture.is.planned.and.spaced.repetition ..All.too.often.people.are.introduced.to.new.information.and.skills.and.without.a.repetitive.process.of.using.the.skills,.they.are.easily.forgotten ..It.has.been.said.that..“Knowledge.is.Power,”..however.more.realistically,..“Applied.Knowledge.is.Power ”...In.addition,.while.it.has.been.said.that..“Practice.Makes.Perfect ”..In.truth.is.should.be..“Perfect.Practice.Makes.Perfect ”

Since.behavioral.change.is.required.for.success,.the.following.three.steps.should.be.integrated.in.teaching.this.new.planning.approach.to.your.organization:.structure, support and accountability. To.begin.with,.you.must.provide.structure...Systems.are.required.to.have.predictable.outcomes ..Provide.an.opportunity.to.not.only.learn.the.process.but.practice.it.within.the.given.parameters.of.the.systems.you.put.in.place .

Next.there.must.be support.provided.as.people.try.these.new.skills ..Observe.their.behavior.and.provide.positive.coaching.as.they.practice .And,.make.sure.they.have.access.to.all.the.tools.they.need.to.accomplish.the.tasks.at.hand .

Finally,.you.must.institute.a.program.of.accountability..To.be.successful,.there.must.be.clarity.at.the.level.of.“what’s.my.role,.and.what.am.I.being.measured.on?”..Clearly.define.expectations.and.communicate.them,.along.with.the.consequences.of.noncompliance .Provide.multiple.opportunities.for.give.and.take.and.make.sure.people.know.if.they.are.or.are.not.satisfying.those.clearly.defined.expectations

You must answer these questions for everyone in

your company:

.▲ What’s.in.it.for.the.company,.and.what’s.in.it.for.me?.

.▲ Why.are.we.changing.now?.How.does.this.relate.to.my.job.specifically?

.▲ What.are.my.priorities?.What.do.you.expect.from.me?

.▲ How.will.things.be.measured?

.▲ What.new.tools.will.I.have.to.get.this.done?

.▲ What.happens.if.I.don’t.get.it.done.–.what.are.the.consequences?

Embedding.a.disciplined.Strategic.Planning.system.in.your.organization.will.require.a.serious.commitment.oneveryone’s.part.but.will.ultimately.prove.to.be.extremely.valuable .Changing.behavior.is.possible.when.a.systematic.approach.of.structure,.support.and.accountability.is.utilized.–.and.virtually.impossible.otherwise





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Maximize Your Organizations’ Performance via Disciplined Planning

Successful.organizations.have.a.defined.and.shared.vision ..These.organizations.leverage.the.skills.and.competencies.of.their.team.members.and.execute.with.a.high.degree.of.effectiveness ..Their.team.members.are.in.alignment.with.the.organization’s.goals.and.objectives,.and.they.are.exceptionally.focused.on.what.they.want.to.accomplish.through.well.thought.out.business.strategies ..A.team.that.performs.“In.the.Zone”.is.characteristically.well.informed.and.displays.both.an.intellectual.and.emotional..“buy-in”;..their.energy.is.laser.focused.and.they.recognize.the.value.of.the.role.they.play.in.achieving.organizational.and.personal.success .

Now.is.the.time.to.get.started .You.can.lead.your.team.to.the.highest.level.of.success.imaginable.by.developing.and.implementing.a.well.defined.and.fully.documented.Strategic.Plan

Strategic Planning Definitions

Vision.–.Long-term.aspirations,.preferred.future .A.description.of.what.your.organization.looks.like.in.the.years.ahead.if.you.are.successful

Mission.–.A.brief.statement.describing.the.overall.purpose.of.your.organization,.focusing.on.your.clients.and.how.you.serve.them

Discovery Process/Research.–.Process.by.which.you.gather.information.about.all.internal.and.external.forces.that.impact.the.organization,.including.assessment.of.capabilities.and.competencies.of.the.organization,.trends.in.your.industry.and.your.current.and.future.competitors

Assumptive Process.–.Based.on.“what.if”.scenarios,.the.discovery.and.discussion.of.what.you.believe.will.come.to.pass.in.the.future .Explicit.and.implicit.assumptions.can.be.vulnerabilities,.a.presumed.fact,.a.judgment,.or.even.an.event.critical.to.the.overall.success.of.the.organization .Based.on.information.gathered.during.discovery.process.and.assessment.of.your.research,.assumptions.are.recorded.about.future.opportunities.as.well.as.current.and.future.needs.of.the.organization

Main Opportunity.–.The.overarching.“big.idea(s)”.the.organization.wants.to.accomplish.and.about.which.the.plan.is.being.created





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Significant Factors –.Conditions.that.inhibit.or.contribute.to.the.attainment.of.one.or.more.of.the.organization’s.goals.and.objectives .What.will.work.to.your.benefit,.and.what.will.get.in.the.way.of.progress?.This.list.should.include.internal.and.external.forces.as.well.as.the.organization’s.strengths.and.weaknesses .

Goals.–.Logical.components.for.achieving.the.Main.Opportunity(ies),.expressed.as.general.and.continuing.long-term.aims

Objectives.–.The.specific,.measurable,.achievable.steps.toward.accomplishment.of.a.goal.over.a.specified.period.of.time .

Strategies –.Broad,.general.activities.that.are.implemented.to.enable.the.organization.to.achieve.its.objectives.while.taking.advantage.of.or.overcoming.significant.factors

Iterative Loop..–..Continuous.improvement.process;.steps.necessary.to.execute.strategies,.including:

▲ Assessment -.review.of.the.information.at.hand ▲ Design.-.creation.of.action.plans/tactics,.with.detailed.specific.

activities.that.are.to.be.executed.to.accomplish.or.implement.a.strategy

▲ Execution.-.carrying.out.the.action.plans/tactics.including.budgeting.of.resources,..assigning.and.training.staff,.scheduling.activities.

▲ Adjustment.-.periodic.review.of.progress.to.identify.areas.of.potential.improvement.of.efficiency.and.effectiveness.of.strategies/plans





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Vision & Mission

Discovery Research

Assumptive Process

Objective

Objective

Objective

Objective

Objective

Objective

Objective

Objective

Objective

Main Opportunity(the Big Idea)

Review of Significant FactorsContributing & Inhibiting - Situational Analysis

Goal Goal Goal

Objective

Objective

Objective

Objective

Objective

Objective

Objective

Objective

Objective

Investigate, determine if the approach is supported by data

Design / redesign based on experience,

data, observations

Assign resources, schedule activities

Assessment: how can we

improve this? Iterative LoopIterative Loop

Adjust

Assess

Design

Execute

StrategyStrategy StrategyStrategy StrategyStrategyStrategyStrategyStrategyStrategy

Strategic Planning Model





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About the Author

Jerry.Scher.-.Founder.and.Principal.at.Peak.Focus..Jerry.is.well.known.as.a.business.builder,.c-level.executive,.conference.speaker,.trainer,.facilitator,.coach,.entrepreneur,.and.mentor .Regardless.of.the.title,.the.end.result.is.the.same–Jerry.makes.the.people.around.him.significantly.more.successful.through.his.ability.to.simplify.the.complex,.ask.the.right.questions,.and.develop.appropriate.solutions.to.keep.businesses.and.individuals.moving.forward

About Peak Focus

PEOPLE .PERFORMANCE .PROFITABILITY

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