Strate­gic plan­ning isn't what you think
Jeff & Lindsay Sage / 18 August 2021

How to float your boat after the storm of all storms

Strategic planning. Some love it. Some hate it. Some are scared of it. Some think it’s a big ole pile of....unnecessary paper.

And it can be.

We’ve all had bad strat planning experiences. Long days in airless, windowless rooms, seemingly endless deliberations on mission and vision, circular discussions about which one is the strategy and which one is the tactic.

But it doesn’t have to be that way.

And more, it's dangerous if it is. If there’s no common understanding, no buy-in and no energy in the room, the final product just can’t be good (and usually ends up being a bloated or watered down version of a single person’s vision or a bad rework of the last plan).

Because it’s not about unilateral consensus or about every single idea making it onto the page.

It’s about knowing your purpose and making intentional decisions to serve that purpose.

More than anything, it’s about asking the right questions to ensure you know what this ^^ is.

A good strat plan might be three pages, and it might be 30 (but not if it doesn’t have to be!) 

Either way, it should be:

  1. Nimble enough to allow you to respond to changing market conditions, which is a constant you can count on;
  2. Fully informed by the people and communities you serve (which is a most excellent “excuse” to connect with the audiences and communities that are most important to you); and,
  3. Straightforward enough for those who are in charge of implementation to actually understand it, action it, and help you measure it.

But your organization does need one.

Unless your post-pandemic goal is to embark on the S.S. Mission Drift. But we’ve all had enough of that this year.

See how we helped the forward thinkers at Cambrian College develop their renewed strategic direction.
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