Visioning and Strategic Planning
Why a Visioning and Strategic Planning process?
Visioning and Strategic plan is the starting point for any business wanting to gain strategic competitive advantage in the marketplace. It clarifies motive and intention, gets buy-in from your key managers and staff, and affects key areas in your business: how you serve your customers, your financial plans, internal policies and procedures, and learning and growth to capacitate your team. This will influence targeted marketing, brand identity, success planning and having plans/ policies/ procedures in place to making decision making simpler.
This involves engaging with management to develop mission, vision, values (MVV); internal and external audits (SWOT and competitive analysis); establishing long term strategies; choosing particular strategies; establish plans to implement andmeasure performance in the key areas of the business and its people. Our approach is to customise, facilitate and document a ‘VSP’ document of 30 to 50 pagesand then produce a 1 pager Strategic Map to capture the key essence for communicating to all concerned.
This requires a company to establish annual objectives, devise policies, motivate staff and use financial (and other) resources wisely to execute the formulated strategies. This includes redirecting marketing efforts, using information systems, linking employee compensation to performance. This is the “action phase”. My approach is to meet with your organisation every 6 weeks to report on the strategic implementation plan. Strategies planned and not implemented serve no useful purpose.
All strategies may be subject to changing external and internal factors, and may need to be modified. The three most important activities here are:
- Review external and internal factors that are the basis for the strategies selected
- Measure performance
- Take corrective actions
By the end of the process, we would be able to achieve the following:
- Core Ideology of the company (Mission, Vision and Values)
- Environment Scan (Internal and External Evaluation)
- Long Term Goals (2 to 3 years)
- Present and Future Organogram of staff and roles
- Key strategies selected
- An action plan with measures, responsibilities and due dates
- 1 Page Strategic Map
To formulate, implement and measure the right strategic plans and steps to help your organisation gain competitive advantage in the marketplace.
To plan for the future, get key players involved and get ‘loose ends tight’.
*Contact us for a customised approach to achieve your company expectations.