This blog is part of an ongoing series on Strategic Planning. Check out the previous post on what strategic planning 'isn't' here.
You have a strategic plan. You’ve posted your Mission and Vision statements and Values on the board room and lunch room walls, they brand your website. You are ready to rock and roll.
6 months later…
Someone asks: “Where are we at with our strategic priorities?” Everyone glances around and shrugs.
The leading cause of strategic planning failure is directly correlated with lack of implementation and follow through. They simply never get implemented.
We get busy. Important and urgent things consume our days. What we deemed of strategic importance gets pushed aside.
How do you keep the momentum going after the planning sessions and implement your strategic plan successfully? With purpose and intention, that’s how.
How to guide the implementation of a successful plan
At the very least, you must HAVE a plan! If you don’t have a strategic plan, keep reading this week’s blogs.
Let’s assume you have a plan!
The Sponsor plays a critical role in creating excitement throughout the organization around achieving the Vision. Usually the organization’s “top dog”, the Sponsor perpetuates the message, shares the good news stories and helps people move forward on the journey.
The Coordinator is an even more critical role. This seems obvious enough but really, someone has to own the role of overseeing the “project” to keep things in check. The Coordinator keeps the process moving forward making sure it is followed. If you follow the process, the rest will fall into place, just like magic.
Well, not really, like magic! Individual strategies need to be assigned to Strategy Leaders – a team leader is responsible for a department, the Strategy Leader is responsible for overseeing that the strategies get developed into workable actions.
Finally, strategies need to be broken down into detailed Action Plans. Each action plan is broken down into Key Initiatives or Milestones and Tasks. Each task should be assigned to someone specific for completion given a specific timeline and identify needed resources.
None of this will happen without dedication and teamwork. Start with one layer of the organization at a time. Get the process working with your leadership team first. Then, work at rolling it out to the rest of the business units.
Provide a meeting framework. What should be discussed by whom, when and at what frequency? Who do you inform of progress, delays, and successes?
Have a training session with strategy leaders about how to complete an action plan. Provide a template.
Strategic Planning Cycle
Strategic Planning has a cycle and each segment serves a different purpose.
1. Weekly meeting – 60 to 90 minutes – current events
2. Quarterly meeting – half day to full day – last quarter, next quarter
3. Annual Meeting – one to two days – last year, next year
4. Retreat – two days - every three years
Remember: The goal is to be explicit. In providing structure, templates, instruction and consistency, nothing is left to chance. You will ensure everyone has the same information and knows the expectations across the board. You will progress and achieve results.
About the Author
Josée Lemoine is the Founder of Pivot Advisory Services providing coaching and facilitation services to organizational leaders who want to achieve their Vision faster.
World Strategy Week. 5 Days. 5 Blogs.
- Monday – Struggling to Implement Your Strategic Plan, You Are Not Alone.
- Tuesday – Mission, Vision and Values, Where Do They Fit into the Plan?
- Wednesday – Strategies, Goals, Objectives, Action Plans, What’s what?
- Thursday – Key Performance Measures, Data, and Scorecard – Does it Really Help?
- Friday – The Strategic Planning Journey. A Step-by-Step Guide to Achieving Success!
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Josée Lemoine CMC
Pivot Advisory Services