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Strategic Planning

The Participatory Strategic Planning service utilizes a structured planning process which incorporates a fast, visual and engaging workshop method for building consensus, a focused discussion method for guaranteeing effective group communication, and an implementation planning process for turning ideas into productive action, concrete accomplishments and measurable outcomes.

The purpose of this two to three-day process is to guide business stakeholders through the process of creating a Strategic Plan. The Strategic Planning process is traditionally initiated with a Design Meeting that gathers a representative group of stakeholders to contribute to the strategic focus from planning. The actual on-site launch typically begins with a brief statement of Leadership Direction, an examination of the organizational Mission and Vision and an Industry Trends Analysis. The formal components of the process include:

The Practical Vision
The vision of an organization is held, in part, by all of its members. Consequently, the breadth of a group’s vision is hidden from each member individually until it is called forth and articulated in a group process. A practical vision is a dynamic and evolutionary expression of the group’s hope and intention.

Underlying Contradictions
As a group considers the entire range of its issues, root causes can be discerned and quantified for sober consideration. Clarifying the underlying contradictions that stand in the way of accomplishing the vision provides the backdrop for creating viable Strategic Directions.

Strategic Directions
In this session, participants are asked to think strategically. By planning in relation to the organization’s actual situation and its identified underlying contradictions, it has a chance to realize its vision. Listing the actions that will deal with the contradictions, and then, combining action arenas into three or four Strategic Directions achieves an economy of effort with high impact results.

Implementation Plan
Developing an implementation plan establishes a sense of momentum that carries the group into purposeful action. The success of any plan depends on specifying directions, aligning resources, choosing roles and responsibilities, and building team commitment. By creating calendars, assigning work teams or committees, scheduling meeting times, and deciding on outcomes, this process anchors the Strategic Directions. Documentation includes a motivating and relevant One-Year Implementation Plan with a 90-day catalogue of next steps.

90 Day Progress Report
To sustain the established momentum, key personnel meet after 90 days to report progress and unexpected shifts in priorities, and to make relevant adjustments. Based on the information reported and using the One-Year Implementation Plan, the group selects the projects to be worked on during the second 90-Day period.