Turning strategic plans into action
We have all been there … walked out of a two strategic planning session all fired up. Brilliant ideas were generated, different business units working together to create plans that could give a real competitive edge. We truly believed that this year it will be different … these plans will fundamentally change the way we do business, lift business performance, and inspire our teams … but six months down the track we have slipped back into our old ways and not much has changed … why?
Writing Up the Plan
Writing up the plan … all to often the reams of flip chart sheets remain rolled up in the corner of the CEO’s office waiting to be written up. There are so may hieroglyphics it is impossible for anyone not at the session to grasp the flow so it may be several weeks before the session notes are written up and circulated. By this time the momentum has been lost, and the nuances that made it so appealing forgotten.
… the solution
• Use your cell phones … get everyone to take shots of the sheets that relate to them and ask them to write up the notes
• Executive PA … allocate the role to a senior administrator, and use programmes such a mindmanager or SimpleMind to manage the content
• External facilitator … make it someone else’s problem, an external facilitator will collate all the notes and create a summary report of the session usually within 72 hours of the session
The Silent Majority
Were all the voices really heard … did everyone have the opportunity to give their input and voice their ideas and concerns … was the session dominated by the usual suspects? Unless there is authentic buy-in from all members of the team … progress is unlikely to be made.
… the solution
• The process … use a participative process such as visual mapping to ensure everyone is involved
• Voting … at key points ask people to vote on particular issues so there is clear consensus
The Detail
Strategic planning sessions are often high-energy right brain sessions, great ideas and insights but there is never enough time to create a realistic and tested implementation plan. Sweeping assumptions are made that then create problems at implementation stage and create roadblocks that are difficult to remove
… the solution
• Set up the dates for the implementation planning sessions well in advance … the final list of participants may change depending on the outcome of the initial session. Typically there will be 4 to 5 new initiatives to map out … ensure that you schedule enough time for each one.
Business as usual
The day (s) out of the office has already created a backlog of +200 emails, meetings have stacked up, a few fires need to be stamped out and suddenly the plans seem like a luxury we can no longer afford.
… the solution
• Be realistic … all too often people to commit to unrealistic deadlines during the initial session, build in some slack to the plans
• Harness your resources … involving more junior members of your team takes management but can be highly motivating for them and brings a fresh approach.
The Next Layer
Strategic planning meetings are often steeped in mystery with executive teams disappearing to game lodges and five star resorts … ‘what do they really do there?’ is a frequent question. Staff can feel frustrated that they are not able to add their ideas and insights.
… the solution
• Ideally, prior to the strategic planning session, staff should have the opportunity to share their ideas, either through departmental sessions, or using an intranet site, wiki etc
• Feedback … at the session agree what needs to be communicated to staff and the appropriate forum. Ensure that this is done within one month of the session
Shifting Sands
All business environments can be volatile, a tender opportunity arises that now necessitates a shift of focus, a senior team player is poached, a key account is lost or gained and suddenly the plans seem irrelevant and difficult to quickly adapt to environment. The old way seems the safest option
…the solution
• Regroup … there were several hundred valuable man hours invested in the initial plan … but suddenly it seems indulgent to invest a few hours to update and adapt to the new development
The strategic planning session is one of the most important events for an organisation but to be highly effective it needs to form part of a process that supports full implementation.
Mary-Clare Tomes 