| |
| |
 |
Strategic Planning & Alignment |
|
| |
All too often, strategic plans do not deliver expected results and senior leaders wonder what happened — was it a flawed strategy or poor execution?
To be successful, strategic planning requires a mix of imagination and realism. Imagination to describe an innovative product or service, or a way to market for which there is little or no competition, and realism to make sure that there is a practical way of executing the strategy.
Our seasoned consultants help you overcome challenges and work with your team to execute and implement productive, well-aligned strategic plans. Our experience helps you:
|
| |
- Assess current reality and opportunities, both external and internal
- Develop and communicate mission and vision
- Define the gaps between “is” and “needs to be” and set the right goals
- Develop, assess and select strategic alternatives
- Compare best practices to ensure the strategy can be executed
- Convert strategy into action, using strategy maps and the Balanced Scorecard
- Launch and build high performance teams and work groups to execute the strategy
|
| |
|
| |
Mission, Vision & Strategic Planning |
| |
For an organization to reach its goals, it needs a roadmap for the journey. In addition to being clear and unequivocal, the roadmap must be widely communicated to all the stakeholders. This roadmap should include: |
| |
|
| |
| |
Mission — |
|
what you are here to accomplish. This statement must be brief yet compelling, and must give direction to employees when no one is there to tell them what to do. It should both inspire and energize people. Some refer to a mission statement as a “touchstone for all decision-making.” |
| |
|
|
|
| |
Vision — |
|
what you want to be. It may be beyond your reach, but it is worth striving for. Some say a vision statement doesn’t predict the future but rather creates the future; if used well, vision promotes change in the desired direction. |
| |
|
|
|
| |
Strategic Plan — |
|
a high level description of what you intend to do, what you do not intend to do, and how you will move from where you are to where you want to be. A typical time horizon is 3 – 5 years, but may vary depending upon the industry. A strategic plan is not a long-term budget, nor is it a wish list of dreams which have no hope of being achieved. The strategic plan links the mission, vision, goals and objectives. The strategy also needs the buy-in from those expected to deliver. For that reason, they need to be involved from the outset. |
| |
|
|
|
|
| |
|
|
|
