Your organization’s strategy work needs to fit like a great glove.
Living in the Midwest, it can get cold in the winter months. Real cold. And one of the essential clothing items are gloves. Not just any glove, but a great glove. A glove should fit snugly but comfortably, without being too tight or too loose. I often go for gloves that are well insulated, yet stylish, and comfortable to wear. Ultimately, the best glove will depend on your individual needs and preferences.
Just like selecting a glove for cold weather, strategy planning is not a one size fits all for organizations. The strategy process must be customized to meet the needs and goals of the organization. The organization must determine what type is planning is best for the organization to achieve its most important goals.
There are several types of planning that should be considered:
Vision planning is the process of setting a vision over a longer period of time. A strategic plan brings your vision to life in incremental steps or plans. One of the outcomes of vision planning is a vision statement. Vision statements are short: no more than 15 to 20 words long—the shorter the better! Vision statements must be easy to read, short, and impactful. They are an compelling answer to what the organization wants to achieve and where they want to be in the next 10, 15 years from now. Process time: Board retreat, one planning session
Strategic planning is the process of setting goals and developing strategies to achieve them. Many successful planning processes have shifted from five-year plans to three-year plans as the organization’s environment can change rapidly. When boards monitor the plan’s progress—they can shift and adjust as needed. Planning in real-time keeps the plan fresh and relevant and off the shelf. Process time: 4-5 planning meetings, board retreat, 1-2 post-planning sessions
Strategy sprint is a process you can use when a strategic plan needs to be refreshed to identify what needs to be carried forward and to integrate any new opportunities or threats. A strategy sprint can also be used if you have a current plan, but you need to tackle one specific strategic question. Process time: 2-3 leadership meetings, board retreat
Operational planning is the process of developing short-term plans, generally annual, to achieve the goals set in the strategic plan. This process is after a strategic plan has been finalized. It involves developing specific action steps, accountability, budget implications, and timelines. These types of plans drives the organization’s budget and allocation of resources. Process time: 1-2 leadership meetings, staff retreat
Scenario planning is the process of developing plans to deal with unexpected events. It requires identifying potential risks and developing plans to mitigate them. In a volatile, uncertain, complex, and ambiguous (VUCA) world, scenario planning helps organizations think about these uncertainties and develop strategies for responding to them. Process time: 1-2 board meetings.
Before embarking on a strategy process, consider having a board discussion in partnership with the chief executive on the following questions:
Why do we need to undertake a planning process?
How did we execute our last strategic plan?
Who should be involved in the planning process? Are those involved representative of who you serve and bring diverse perspectives to the table?
What is the current state (culture, financial, reputation) of our organization?
When might be the best time for our organization to do planning? Are there issues or threats that need to be addressed first before entering a planning process?
Is our organization, specifically the board and staff leadership, ready for change?
By answering these questions before starting a planning process, organizations can develop a more informed and comprehensive process. They can also ensure that their plan is aligned with their mission and values, and that it is responsive to the needs of their key partners and participants. No matter the size or type of organization, planning is essential for success. By taking the time to develop plans, organizations can increase their chances of achieving their most important aspirations.