Strategic Planning

Strategic planning, requires a process to define the results that will characterise your organisation’s success. In our opinion this process for planning is far more important than simply creating plans, defining the agenda to set direction, guide decision-making and allocate resources. Every business activity should progress this agenda and be integrated with it.

While the process and the agenda are important, they are useless unless they are translated into operational terms that are implemented, monitored and managed. We employ an approach that leverages the Balanced Scorecard framework so that we can see a clear line of sight between strategy and action. We leverage its strengths and logic to structure strategy execution, developing strategy maps, strategic themes, initiatives, objectives, measures and targets that give clarity across the whole organisation.

Strategic planning is not about predicting the future and then clinging desperately to a plan in the vain hope that reality will match your aspirations. It is a series of choices that:

  • Provide clarity of purpose;
  • Gain commitment;
  • Enhance coordination;
  • Build capability;
  • Focus on value.

Planning is an essential first step in choosing what your business will do and what it will not do.

Our approach

In undertaking a strategic planning initiative we work with your senior leadership team to collectively formulate answers to the following questions:

  1. What business are you in and how do you frame it in terms of mission, vision and values?
  2. How do you create value and for whom do you create it?
  3. What are the characteristics of your operating environment and your position with regard to a range of factors summarised by the term PESTEL?
  4. What strategic response reflects a clear understanding of your situation, the expectations of your stakeholders and your capacity to continue to create value?
  5. To build understanding and commitment, how will you describe and represent this response to each group in the organisation e.g. in the form of strategy maps, strategic themes, objectives, initiatives, measures and targets?
  6. What management system and measurement framework will you employ to evaluate progress as well as understand the value gaps that exist between current and future modes of operation?
  7. How will you translate the various strategic initiatives into new operational plans and reinforce the management system required to review, refine and improve the strategy on a regular basis?