| So you've set some goals, you're feeling
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| | developing a strategy so that it's the
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| ambitious, and you've promised yourself
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| | right one for your organization. Not
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| that you're going to follow through.
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| | having a strategy is hard on a firm. But
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| You're determined to make this year
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| | having the wrong strategy, because you
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| better than the last. And hopefully, it
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| | just threw one together, can be
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| works out that way. But you've seen the
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| | disastrous. On the flip side, don't let
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| reality, too. In spite of a sensible plan
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| | the time frame hinder you from doing
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| and good intentions, most people find
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| | something, at least. It's better to have
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| themselves off course by March. Imagine
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| | some type of plan to follow, even if it
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| if you could uncover the cause, stay the
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| | isn't exactly what you want it to be
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| course, and get what you really want. The
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| | today.
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| answer lies in having a solid starting
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| | 4. Keep it simple. You can still be
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| point...a strategic plan that really
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| | thorough without running yourself through
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| works.
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| | the mill. Use the A-B-C approach:
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| Every year, we meet thousand of decision
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| | A. Establish what you want to achieve:
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| makers around the country in our
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| | STRATEGY.
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| consulting and speaking work. Like you,
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| | B. List available, realistic ways to make
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| they're smart, ambitious, and they're
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| | it happen: TACTICS
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| doing a decent job. But, they're also
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| | C. Select options that give the highest
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| often frustrated that they aren't doing
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| | rewards for the lowest output:
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| better. When we break down the element
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| | IMPLEMENTATION.
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| for them, we find that few if any of them
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| | 5. Follow the plan. Most plans are
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| have a good strategic plan they can work
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| | developed, and then put on a shelf. When
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| from. In fact, most of them don't even
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| | (or if) they're finally taken off the
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| know how to create one.
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| | shelf for referral, you usually have to
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| The following is a mini lesson in
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| | blow the dust off them. Not good. Senior
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| strategic planning. We don't have a lot
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| | management is guiltiest of not following
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| of space, but here are some important
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| | the plan. A CEO should be able to clear
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| things to know when creating a basic
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| | everything off his desk and follow the
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| plan.
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| | plan daily if the plan is complete. He
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| 1. Know the difference between a strategy
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| | shouldn't think it is meant for everyone
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| and a tactic. Strategy is the plan that
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| | but himself. Think of the strategic plan
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| defines where you're going. Tactics are
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| | as the road map you and your organization
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| the things you do and use to get to the
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| | use to follow your intended path. If you
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| destination. Sounds simple, right? You
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| | were to drive from California to New
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| probably already know this, right? Take a
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| | York, you would use a map of some sort.
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| closer look at any list of goals; you
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| | You'd refer to it to make sure you took
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| will find that many of those goals are
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| | all the turns and exits you need to
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| tactics. This is the reason most New
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| | follow the right roads, prevent getting
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| Year's resolutions and company goals are
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| | lost, and get where you want to be. The
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| off track by March.
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| | same with the corporate map.
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| 2. Be specific. A few words can make all
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| | 6. Be flexible. If, during the course of
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| the difference in the direction you take
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| | the year, you find that the plan needs
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| your firm, and the tactics you use to
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| | some tweaking, you can certainly modify
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| implement a strategy.
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| | it. Be careful not to switch directions
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| Vague statement: We will improve customer
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| | too often, as this will discredit you and
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| service response time.
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| | your plan in the eyes of its followers.
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| Specific statement: We will improve
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| | But, make sure that the plan is working
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| customer service response time will drop
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| | in the best interests of the
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| 29%.
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| | organization, even if that requires a
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| Can you see how a few words change the
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| | sensible, justifiable change here and
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| way you might approach a challenge or
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| | there.
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| opportunity?
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| | Using these tips alone, you should be
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| 3. Engage the aging process. Like great
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| | able to develop a stronger strategic
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| wine, the making of a strategic plan
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| | plan...one that will endure through the
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| takes time. A strategic plan is NOT built
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| | unexpected trials that arise through the
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| during a weekend retreat! It evolves out
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| | year, also. We hope this year is one full
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| of thoughts, research, information, and
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| | of growth and success for you. Good luck.
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| experiences. Spend some real time
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| |
|
