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Many Approaches to Strategic Planning ... It Depends Model One - Vision-Based or Goals-Based Strategic Planning Model Two - Issues-Based Planning Model Three -- Alignment Model Model Four - Scenario Planning Model Five - Organic (or Self-Organizing) Planning Model Six - Real-Time Planning Also see Related Library Topics

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Many Approaches to Strategic Planning ... It Depends

There is no one perfect strategic planning model for each organization. The approach, or model, for strategic planning depends on: The purpose of strategic planning, for example, if planning is meant to add a new product or program, then the process will probably include market research to verify the need, markets, pricing, etc., for the new product or service. . Whether the organization has done planning before, for example, if the organization has not done planning before, then extensive attention to mission, vision and values statements is probably warranted. The culture of the organization, for example, some cultures might prefer a "linear" approach from mission, vision, values, quantified goals, strategies, action plans, financial analysis, etc. Other cultures might prefer a more organic and unfolding approach, such as telling stories. Whether the environment of the organization is changing rapidly, for example, if the environment is changing rapidly, then planning should probably be a shorter term than for an organization who's environment is fairly stable.

Whether the organization has had success in planning in the past, for example, if an organization has done planning in the past, but planners do not believe it was successful, then the organization should perhaps undertake a simple, short-term planning process for now.

Each organization ends up developing its own nature and model of strategic planning, often by selecting a model and modifying it as they go along in developing their own planning process. The following models provide a range of alternatives from which organizations might select an approach and begin to develop their own strategic planning process. Note that an organization might choose to integrate the models, e.g., using a scenario model to creatively identify strategic issues and goals, and then an issues-based model to carefully strategize to address the issues and reach the goals.

Model One - Vision-Based or Goals-Based Strategic Planning

This very basic process is typically followed by organizations that are extremely small, busy, and have not done much strategic planning before. The process might be implemented in year one of the nonprofit to get a sense of how planning is conducted, and then embellished in later years with more planning phases and activities to ensure well-rounded direction for the nonprofit. Planning is usually carried out by top-level management. The basic strategic planning process includes: 1. Identify your purpose (mission statement) - This is the statement(s) that describes why your organization exists, i.e., its basic purpose. The statement should describe what client needs are intended to be met and with what services, the type of communities are sometimes mentioned. The top-level management should develop and agree on the mission statement. The statements will change somewhat over the years. 2. Establish a vision statement - This statement describes the future state of your customers/clients and your organization at some point in the future. 3. Select the goals your organization must reach if it is to effectively work toward your mission and achieve your vision - Goals are general statements about what you need to accomplish to meet your purpose, or mission, and address major issues facing the organization. The vision and goals might be long-range, for example, for 3-5 years into the future. 4. Identify specific approaches (or strategies) that must be implemented to reach each goal - The strategies are often what change the most as the organization eventually conducts more robust strategic planning, particularly by more closely examining the external and internal environments of the organization. Small organizations might not refer to strategies and, instead, go the next step about action planning for each goal.

5. Identify specific action plans to implement each strategy (or objectives to achieve each goal) - These are the specific activities or objectives that each major function (for example, department, etc.) must undertake to ensure its effectively implementing each strategy (or achieving each goal). Objectives should be clearly worded to the extent that people can assess if the objectives have been met or not. Ideally, the top management develops specific committees that each have a work plan, or set of objectives. 5. Compile the mission, vision, strategies and action plans into a Strategic Plan document. Ensure that upper management approves the Plan. 6. Monitor implementation of the Plan and update the Plan as Needed - Planners regularly reflect on the extent to which the goals are being met and whether action plans are being implemented. Perhaps the most important indicator of success of the organization is positive feedback from the organizations customers.

Model Two - Issues-Based Planning

Organizations that have very limited resources; several current, major issues; little success with achieving future-oriented goals; or very little buy-in to strategic planning might use the issues-based approach to planning instead of the goals-based approach. 1. Identify the current, major issues facing the organization. Write down 3-5 major issues. 2. Brainstorm ideas to address each major issue. It's not important that the ideas be the perfect ideas -- it's important for now to identify at least a reasonable approach to address each issue. The issues and ideas are usually short-range, for example, for 9-12 months in to the future. 3. Compile the issues and ideas into a Strategic Plan document. Ensure that upper management approves the Plan. 4. Monitor implementation of the Plan and update the Plan as Needed - Planners regularly reflect on the extent to which the goals are being met and whether action plans are being implemented. Perhaps the most important indicator of success of the organization is positive feedback from the organizations customers.

Model Three -- Alignment Model

The overall purpose of the model is to ensure strong alignment among the organizations mission and its resources to effectively operate the organization. This model is useful for organizations that need to fine-tune strategies or find out why they are not working. An organization might also choose this model if it is experiencing a large number of issues around internal efficiencies. Overall steps include:

1. The planning group outlines the organizations mission, programs, resources, and needed support. 2. Identify whats working well and what needs adjustment. 3. Identify how these adjustments should be made. 4. Include the adjustments as strategies in the strategic plan.

Model Four - Scenario Planning

This approach might be used in conjunction with other models to ensure planners truly undertake strategic thinking. The model may be useful, particularly in identifying strategic issues and goals. 1. Select several external forces and imagine related changes which might influence the organization, e.g., change in regulations, demographic changes, etc. Scanning the newspaper for key headlines often suggests potential changes that might effect the organization. 2. For each change in a force, discuss three different future organizational scenarios (including best case, worst case, and OK/reasonable case) which might arise with the organization as a result of each change. Reviewing the worst-case scenario often provokes strong motivation to change the organization. 3. Suggest what the organization might do, or potential strategies, in each of the three scenarios to respond to each change. 4. Planners soon detect common considerations or strategies that must be addressed to respond to possible external changes. 5. Select the most likely external changes to effect the organization, e.g., over the next three to five years, and identify the most reasonable strategies the organization can undertake to respond to the change.

Model Five - Organic (or Self-Organizing) Planning

Traditional strategic planning processes are sometimes considered mechanistic or linear, i.e., theyre rather general-to-specific or cause-and-effect in nature. For example, the processes often begin by conducting a broad assessment of the external and internal environments of the organization, conducting a strategic analysis (SWOT analysis), narrowing down to identifying and prioritizing issues, and then developing specific strategies to address the specific issues. Another view of planning is similar to the development of an organism, i.e., an organic, self-organizing process. Certain cultures, e.g., Native American Indians, might prefer

unfolding and naturalistic organic planning processes more than the traditional mechanistic, linear processes. Self-organizing requires continual reference to common values, dialoguing around these values, and continued shared reflection around the systems current processes. General steps include: 1. Clarify and articulate the organizations cultural values. Use dialogue and story-boarding techniques. 2. Articulate the groups vision for the organization. Use dialogue and story-boarding techniques. 3. On an ongoing basis, e.g., once every quarter, dialogue about what processes are needed to arrive at the vision and what the group is going to do now about those processes. 4. Continually remind yourself and others that this type of naturalistic planning is never really over with, and that, rather, the group needs to learn to conduct its own values clarification, dialogue/reflection, and process updates. 5. Be very, very patient. 6. Focus on learning and less on method. 7. Ask the group to reflect on how the organization will portray its strategic plans to stakeholders, etc., who often expect the mechanistic, linear plan formats.

Model Six -- Real-Time Planning

Many experts assert that conventional strategic planning has become rather out-dated because the world is changing much more rapidly than before, to the extent that conventional (especially long-range) plans quickly become obsolete. These experts might assert that planning be done continuously, or in "real time." The process might look like the following: 1. Initial discussions to clarify mission, vision and values. Ideally, these are documented, such that changes are easily recognized and communicated. 2. Discussions in, for example, Board and staff meeting that clarify current, major priorities. It's important that these discussions be based not only on people's current opinions, but that they also be based, as much as possible, on verified impressions from accurate data, for example, from environmental scans, market research, brainstorming or product/program evaluations. It's important that the updated/changed priorities also be documented. A challenge in this type of planning is that many investors and funders expect to see "stable" documented strategic plans. Many might infer that regular changes are the result of poor planning, rather than from a new type of strategic planning.

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Anatomy of the Drivers Model

By Michael Wilkinson on February 6, 2012

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The table below summarizes the definition of each component of the Drivers Model.

Vision

A picture of the preferred future; a statement that describes how the future will look if the organization fulfills its mission.

To be the place where meeting planners meet

Mission
A statement of the overall purpose of an organization which describes what you do, for whom you do it and the benefit.

General guidelines which set the foundation for how Guiding Prinan organization will operate. cipl es We believe we must remain a comfortable forum for meeting planners. Therefore we will implement policies to ensure a suitable membership balance between planners and suppliers Broad, long-term aims that define fulfillment of the Goals mission.

To provide a forum for furthering the growth and professionalism of the meetings industry

Maximize membership growth, retention and involvement Objectives Specific, quantifiable, realistic targets that measure the accomplishment of a goal over a specified period of time. Increase average attendance from 125 to 250 per meeting Positioning Positioning statements are broad determinations Stat about the direction and focus of the organization. eme nts We believe increases in the quality of manufacturing in third-world countries will result in an acceleration in the downward pressure on retail prices for lighting products. Therefore we must seek off-shore opportunities for sourcing

Key conditions that must be created to achieve one Suc or more objectives. cess Fac High awareness by meeting planners of the association and tors its benefits to attract members Existing or potential challenges that hinder the Barriers achievement of one or more objectives.

products and, in the longer term, establish our own international manufacturing capability.

Critical

Inadequate process for getting new members involved results in burn-out of a few and low retention
Strategies Broad activities required to achieve an objective, create a critical condition, or overcome a barrier.

Action

Specific steps to be taken, by whom and by when, Pla to implement a strategy. ns

Utilize assessment survey and industry referrals to select quality speakers and topics

Assemble new PR committee (Exec, Feb 1) Develop PR objectives (PR, Mar 1) Develop promotion (PR, Mar 15)