Leadership in both the private and public sectors find that with this process a higher degree of discipline is introduced into the organization. The discipline helps to clarify action in the form of what, why, and how to take action. When considering strategic planning four areas come to mind; first the impact on the team, second key sequential steps, third an inclusive process, and fourth possible program analysis.
One of the interesting facets of strategic planning is that it helps redefine the meaning of a team. Jon R. Katzenback and Douglas K. Smith in the book, The Wisdom of Teams:
Creating a High Performance Organization, define six key elements essential to teams. A small group of people, with complimentary skills, committed to a common purpose, that works together, to achieve specific performance goals, and agrees to hold each other mutually accountable.
As in any process a series of sequential steps are taken to arrive at a desired outcome. Strategic planning requires the identification of critical issues or obstacles, and an understanding of what data is available concerning those issues. The organization should have a mission statement that clarifies values and purpose. An assessment of the situation using a SWOT analysis that is strength, weakness, opportunities, and threats facing the organization. Consideration of general strategies, goals, and objectives linked to the original challenges facing the organization. Finally the development of a simple action plan to summarize insights gained from strategic planning.
The very nature of strategic planning is that it is an inclusive process. The type of stakeholders or those who have a vested interest in the process varies in the private and public sectors. However, what is the same is we have a leadership team, internal organizational staff, and customers interested in developing long term professional relationships.
The final major area in strategic planning often centers on an internal reassessment of current products, programs or services provided by the organization. This is particularly important during an unstable economy, or when facing the availability of limited resources. Often leadership needs to go back to the mission statement and vision statement. Does what we do now match the direction and values developed earlier in the life cycle of the organization?
In summary we briefly covered how strategic planning impacts teams, has a sequential order, is inherently an inclusive process, and implies a review of current products programs or services. If we accept the premise that specific deliberate steps can and should be taken by leadership to design, and promote a high performance organization, then why not engage in strategic planning now?
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