Start with WhyThis process begins with finding the perspective of the current standing of the business
Organizing New IdeasClarify where you are gaining, where you are losing, and what is currently
confused and where the risks and voids are in the business
The Plan of AttackWe are now ready to translate our critical issues into a formal plan
For three days Chris will guide your organization using his twelve plus years experience of running successful businesses and training leaders to do the same, as well as the StratOp™ process created by Tom Paterson.
The same process used by companies like OttorBox. CEO Brian Thomas said a couple of years ago, “we would be a $50 Million company without it, instead we’re $350 Million.” This year OttorBox will reach $1 Billion!
An important distinction in the process is to recognize the difference between strategic planing (or the work being done) and strategic thinking (the creative, intuitive input).
The planning element involves the data collection, goal setting, expectation definition and statement of direction. Strategic thinking includes the intuitive and creative elements. This thinking process takes into account culture of the business and external characteristics of the market.
Strategic planning can be a challenging process, particularly the first time it is undertaken in a company. With patience and perseverance as well as a strong team effort the strategic plan can be the beginning of improved and predictable results for a company.
At times when the business gets off track a strategic plan can help direct the recovery process. When strategic planning is treated as an ongoing process it becomes a competitive advantage and an offensive assurance of improved day-to-day execution of the business practices.
As your Plan-On-A-Page and Playbook are installed and as your team works the plan,this process becomes the planning and management system through which vital business functions stay seamlessly aligned, unified, focused, accountable, innovative, productive, and competitive.
This plan releases your team to manage your organization as a whole, not as a collection of parts. Each step logically and systematically building on the next, blending together the strategic, operational and financial aspects of your organization.
Too many “strategic plans” end up collecting dust on the shelf. Consistant monitoring and evaluating against the PlayBook is just as important as identifying strategic issues and goals.
One of the advantages of using specific focused activities defined in a PlayBook is to monitor and evaluate to ensure that the organization is following the direction established during the strategic planning workshop. The advantage is obvious, however, Leadership can learn a great deal about the organization and the people who make up the teams as well as how effectively lead by continuing to monitor and evaluate the PlayBook activities and the status of the implementation of the plan.