This article throws light upon the eight main steps involved in the planning process of an organisation.
Implementation Schedule Implementation is the process that turns strategies and plans into actions in order to accomplish strategic objectives and goals.
How will we use the plan as a management tool?
How and when will you roll-out your plan to your staff? How frequently will you send out updates? Who is your strategy director?
What are the dates for your strategy reviews we recommend at least quarterly?
What are you expecting each staff member to come prepared with to those strategy review sessions? Use the following steps as your base implementation plan: Establish your performance management and reward system.
Set up monthly and quarterly strategy meetings with established reporting procedures. Set up annual strategic review dates including new assessments and a large group meeting for an annual plan review.
Below are sample implementation schedules, which double for a full strategic management process timeline. Your Bi-Annual Checklist Never lose sight of the fact that strategic plans are guidelines, not rules. Every six months or so, you should evaluate your strategy execution and plan implementation by asking these key questions: Will your goals be achieved within the time frame of the plan?
Should the deadlines be modified? Are your goals and action items still realistic? Should your goals be changed? What can be gathered from an adaptation to improve future planning activities?
Why Track Your Goals? Having a stake and responsibility in the plan makes you feel part of it and leads you to drive your goals forward.
Successful plans tie tracking and updating goals into organizational culture. Accountability and high visibility help drive change. This means that each measure, objective, data source and initiative must have an owner. Changing goals from In Progress to Complete just feels good!
Once agreed upon, this topic should be developed to conclusion. Holding meetings helps focus your goals on accomplishing top priorities and accelerating growth of the organization. Although the meeting structure is relatively simple, it does require a high degree of discipline.
Strategy Review Session Questions: What were our three most important strategic accomplishments of the last 90 days — how have we changed our field of play in the past 90 days?
What are the three most important ways we fell short of our strategic potential? In the last 90 days, what are the three most important things that we have learned about our strategy?
We are looking for insight to decision to action observations. In many organizations, retreats have a bad reputation because stepping into one of the many planning pitfalls is so easy.
Holding effective meetings can be tough, and if you add a lot of brainpower mixed with personal agendas, you can have a recipe for disaster. Executing your strategic plan is as important, or even more important, than your strategy.
Critical actions move a strategic plan from a document that sits on the shelf to actions that drive organizational growth. The sad reality is that the majority of organizations who have strategic plans fail to implement.
You remain in this phase of the strategic management process until you embark on the next formal planning sessions where you start back at the beginning.
Remember that successful execution of your plan relies on appointing a strategy director, training your team to use OnStrategy or any other planning tooleffectively driving accountability, and gaining organizational commitment to the process.
Clients executing their plans with OnStrategy: A Dose of Strategy.Strategic Management Process: An Introduction University of Debrecen Faculty of Ag. Economics and Rural Development The —sceletonﬂ of a plan Ł Making a position paper (the current situation) ŁEnvironmental and economic circumstances questionﬂwhat is our business and what will it be.ﬂ A.
Business Succession Planning can be defined as the process of determining both the method of transfer of ownership of a business interest as well as the transition of its management control. planning process, so it contains all the planning documents for the project. Typically many of the project’s key stakeholders, that is those affected by both the project and the project’s end result, do not fully understand the nature of the project plan.
Strategic Planning Aligning IT with Business Goals By involving business groups in our planning process, integrating the process with the corporate planning calendar, and Aligning IT with Business Goals through Strategic Planning [email protected] White Paper At a two-day leadership meeting, about IT and key business partners from other Intel.
Formal strategic planning calls for an explicit written process for determining the firm's long-range objectives, the generation of alternative strategies for achieving these objectives, the evaluation of these strategies, and a systematic procedure for monitoring results.
A good thinking process should lead to good Business Planning where sensible decisions are based on reliable information and not on ‘gut feeling’. This handbook is intended to guide you through your thinking.