Strategic Planning Process                                                                             

 “Market Forces will always determine Strategic Direction”

Over the past 12 to 18 months financial markets worldwide have come under financial pressure in the majority of business sectors. This situation will in all likelihood continue for at least the next planning period. There has never been a greater need for sound Strategic Planning. This Strategic Planning Process is a detailed, 14 step 18 page template that includes a Gantt Chart, a complete itemized topic breakdown and provides an ideal fit for a very broad cross section of industries.

A well integrated Strategic Planning Process has always been the hallmark of strong Company earnings and positive market share growth among industry leaders. The Process is an annual discipline that puts in place all of the product and project initiatives for the upcoming year as well as operating initiatives and budgets for each of the business units or functional areas of the company.

The Annual Strategic Planning Process could begin in the latter part of the third quarter with the external Environmental Scan evaluation of marketplace. The Strategic Planning Team(s) for each business unit would compile the research data. They would then take Senior Management through a detailed review and update of the political changes including the huge potentially positive impact of the President Barack Obama administration, the economic operating environment, regulatory changes, social trends and technical developments for the environments in which the Company operates. The next stage would be the competitive environmental update with close attention each key competitor as well as new entrants and those exiting the business. The completed scans would also update both customer and supplier profile changes that may impact the business going forward.
 

It cannot be emphasized enough this ‘mission critical’ aspect of the Strategic Planning Process. The graveyard for failed corporations is littered with the tombstones of companies that embraced internalized, very linear planning processes with little consideration of their operating environment. In larger companies this stage of the process could take upwards of two months, for smaller organizations, somewhat less. But irrespective of organizational size the process is a key annual attribute of the ‘excellence’ companies.


The next stage of the Strategic Planning Process deals with the Internal Operating Environment. The organizational ‘size up’ that provides an overview of each of the functional areas of the company including initial Revenue/Expense numbers for the upcoming year. These Scan summaries provide Senior Management the current ‘Report Card’ by business unit for each product/service, including marketplace positioning, projections for the upcoming year, ROE by product, distribution partner summaries, competitive price points and customer quality/price/value perceptions.


The final stage of the internal company ‘Report Card’ is the SWOT (Strengths, Weaknesses, Opportunities, and Threats) review. The SWOT exercise also includes a GAP analysis of Growth vs Investment considerations. Both new product initiatives and new project plans although not approved, are included in the Strategic Plan as budget items. Under the discipline of Business Process Management, new products and/or projects would require a Business Case for presentation to Senior Management/Board for approval. With Business case Approval they would then follow the Product Development Process Template or Project Management Process Template as outlined in the package and website diagram. The Gantt Chart diagram sets out a four to five month timeline for the complete Strategic Planning Process including Senior Management approval then Board approval.

The Strategic Planning Process and its tactical execution must become well ingrained disciplines within your Company’s corporate culture.


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