“There is nothing so useless as doing efficiently that which should not be done at all” —Peter Drucker
THE VALUE OF PLANNING
The true value of strategic planning is to ensure key decision makers have a solid and clear understanding of the key issues, agree on important assumptions and share a common understanding of the facts surrounding the business.
The planning process serves as a solid foundation upon which good strategic decisions can be made despite a constantly changing environment.
Most companies that achieve success, used strategic planning not to generate strategic plans so much as a learning tool to create "prepared minds”, for success.
We conduct a SWOT analysis, for both internal and external factors to determine the strengths and weaknesses and to identify the opportunities and threats that may affect your company’s growth.
We develop an effective strategic information system to process the continuous flow of internal and external data. This is a key step that will ensure your data-gathering process evolves and adapts continually.
We then evaluate the data in terms of relevance, capability, and priority.
ASSESS AND ORGANIZE
We begin by assessing the current strategic direction and current capabilities of your senior team. This initial assessment is a top-level audit and provides a fact-based understanding of the strategic direction and current management capabilities in place.
We assist your organization in designing your team and agreeing on how decisions will be made and how results will be reported to the team.
We build a comprehensive strategic plan integrates the set of strategies into a coherent, long-term plan, based on how your organization will operate in the future. We then convert the plan into a detailed blueprint for action with operational objectives, performance measures, and assigned projects.
EXECUTION AND EVALUATION
Most strategic plans fail as soon as they are complete. to avoid this pitfall, the implementation step requires the team's utmost attention to delegating responsibilities and diligent oversight to make sure that things get done.
What gets measured, gets done.
Even after implementation, the organization as a whole and all of its members must continue to make adjustments as they go.
In order to define the strategic direction of the organization, we must consider and assess all five components of the strategic direction: vision, mission, values, policies, and goals.
We work with you to identify and develop a set of desired and feasible strategy alternatives and then evaluate and select strategies for inclusion in the strategic plan. Once the alternatives are developed, they must be evaluated in terms of whether they’d help to achieve strategic goals as well as what resources and time are required to implement them. You then select the strategies that meet selection criteria.