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Strategic Planning

For leaders in a dynamic environment aiming to chart a new course for their organization, a comprehensive strategic plan can provide a clear route to realizing your vision.

Strategic planning can empower leadership during uncertain times and mitigate the risk of being overwhelmed by competing priorities or losing momentum.

Objective, experienced guidance in setting priorities and identifying key organizational needs can offer staff, management, and governing boards a crucial source of alignment and clarity. Strategic planning is a powerful tool for improving key functions across your systems, processes, and teams.

Empower Intentional Leadership

Our strategic planning process aligns all relevant stakeholders in your organization around the right path forward, giving you the opportunity to be proactive and to create momentum around key initiatives.

We offer your leadership team a clear and easy process, resulting in a practical plan with structured goals and objectives, critical actions, and performance measures. Our iterative process helps to increase buy-in to the plan and lays the foundation for continuous cycles of improvement across your organization.

At the end of your strategic planning process, your leadership, management, and staff teams can share a united focus and an actionable set of well-defined priorities.

How the Process Works

Our process is rooted in developing a deep understanding of your organization's goals, opportunities, and unique operational challenges while integrating our insights leveraged from previous experience with organizations like yours. 

We develop actionable strategic plans by combining a disciplined, well-informed approach with tactical flexibility and attentiveness to your specific needs.

Engagements often include a four-phase approach:

  • Kick-off and Management. Create a work plan that outlines project scope, approach, and timeline. Determine key people to interview or survey, documents to review, when and how to share results, and how to report project status. 
  • Fact-Finding and Stakeholder Engagement. Obtain the most current information available—and insights from your organization and selected stakeholders—through fieldwork including documentation review, interviews, focus groups, and staff or stakeholder surveys. Conduct an environmental scan and develop a strengths, weaknesses, opportunities, and threats (SWOT) analysis to identify key areas of focus.
  • Facilitation. Conduct a series of facilitated planning sessions with organizational leadership to develop the plan’s formal components—including mission, vision, values, goals, objectives, and performance metrics. Key insights gathered from staff and stakeholders are used to inform each session.
  • Reporting. Produce a draft strategic plan for review by organizational leadership, staff, and stakeholders. Once feedback is incorporated, facilitate the production and adoption of a finalized strategic plan. Implementation templates or other tools to support ongoing management and reporting related to the strategic plan may also be developed at this stage.

Expansive Strategic Planning Experience

We are deeply familiar with the process of uncovering all relevant institutional factors and bringing people together to create an actionable plan. Usually, the scale and nature of this work make an in-house or piecemeal approach challenging—it can be difficult to make time and space for this type of work when your leadership team must focus on day-to-day priorities.

 As an objective external partner who’s successfully honed our approach over many years, we can help make strategic planning an achievable, enjoyable, and useful process for all involved.

Our professionals are deeply knowledgeable, with practical experience across more than 30 industries including the public, not-for-profit, and for-profit sectors. We have applied expertise in relevant frameworks and methodologies and will tailor our approach to both your needs and your organizational culture.

When you partner with Moss Adams, you get access to our deep bench of knowledgeable consultants across disciplines and industries. You also tap into our ability to lead crucial, comprehensive processes with ease and confidence, resulting in an experience that’s empowering, focused, and rewarding for your leadership team and organization.

Primary Contact

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Essential Guide to the Strategic Planning Process

By Joe Weller | April 3, 2019 (updated November 13, 2023)

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In this article, you’ll learn the basics of the strategic planning process and how a strategic plan guides you to achieving your organizational goals. Plus, find expert insight on getting the most out of your strategic planning.

Included on this page, you'll discover the importance of strategic planning , the steps of the strategic planning process , and the basic sections to include in your strategic plan .

What Is Strategic Planning?

Strategic planning is an organizational activity that aims to achieve a group’s goals. The process helps define a company’s objectives and investigates both internal and external happenings that might influence the organizational path. Strategic planning also helps identify adjustments that you might need to make to reach your goal. Strategic planning became popular in the 1960s because it helped companies set priorities and goals, strengthen operations, and establish agreement among managers about outcomes and results.

Strategic planning can occur over multiple years, and the process can vary in length, as can the final plan itself. Ideally, strategic planning should result in a document, a presentation, or a report that sets out a blueprint for the company’s progress.

By setting priorities, companies help ensure employees are working toward common and defined goals. It also aids in defining the direction an enterprise is heading, efficiently using resources to achieve the organization’s goals and objectives. Based on the plan, managers can make decisions or allocate the resources necessary to pursue the strategy and minimize risks.

Strategic planning strengthens operations by getting input from people with differing opinions and building a consensus about the company’s direction. Along with focusing energy and resources, the strategic planning process allows people to develop a sense of ownership in the product they create.

John Bryson

“Strategic planning is not really one thing. It is really a set of concepts, procedures, tools, techniques, and practices that have to be adapted to specific contexts and purposes,” says Professor John M. Bryson, McKnight Presidential Professor of Planning and Public Affairs at the Hubert H. Humphrey School of Public Affairs, University of Minnesota and author of Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement . “Strategic planning is a prompt to foster strategic thinking, acting, and learning, and they all matter and they are all connected.”

What Strategic Planning Is Not

Strategic planning is not a to-do list for the short or long term — it is the basis of a business, its direction, and how it will get there.

“You have to think very strategically about strategic planning. It is more than just following steps,” Bryson explains. “You have to understand strategic planning is not some kind of magic solution to fixing issues. Don’t have unrealistic expectations.”

Strategic planning is also different from a business plan that focuses on a specific product, service, or program and short-term goals. Rather, strategic planning means looking at the big picture.

While they are related, it is important not to confuse strategic planning with strategic thinking, which is more about imagining and innovating in a way that helps a company. In contrast, strategic planning supports those thoughts and helps you figure out how to make them a reality.

Another part of strategic planning is tactical planning , which involves looking at short-term efforts to achieve longer-term goals.

Lastly, marketing plans are not the same as strategic plans. A marketing plan is more about introducing and delivering a service or product to the public instead of how to grow a business. For more about marketing plans and processes, read this article .

Strategic plans include information about finances, but they are different from financial planning , which involves different processes and people. Financial planning templates can help with that process.

Why Is Strategic Planning Important?

In today’s technological age, strategic plans provide businesses with a path forward. Strategic plans help companies thrive, not just survive — they provide a clear focus, which makes an organization more efficient and effective, thereby increasing productivity.

Stefan Hofmeyer

“You are not going to go very far if you don’t have a strategic plan. You need to be able to show where you are going,” says Stefan Hofmeyer, an experienced strategist and co-founder of Global PMI Partners . He lives in the startup-rich environment of northern California and says he often sees startups fail to get seed money because they do not have a strong plan for what they want to do and how they want to do it.

Getting team members on the same page (in both creating a strategic plan and executing the plan itself) can be beneficial for a company. Planners can find satisfaction in the process and unite around a common vision. In addition, you can build strong teams and bridge gaps between staff and management.

“You have to reach agreement about good ideas,” Bryson says. “A really good strategy has to meet a lot of criteria. It has to be technically workable, administratively feasible, politically acceptable, and legally, morally, and ethically defensible, and that is a pretty tough list.”

By discussing a company’s issues during the planning process, individuals can voice their opinions and provide information necessary to move the organization ahead — a form of problem solving as a group.

Strategic plans also provide a mechanism to measure success and progress toward goals, which keeps employees on the same page and helps them focus on the tasks at hand.

When Is the Time to Do Strategic Planning?

There is no perfect time to perform strategic planning. It depends entirely on the organization and the external environment that surrounds it. However, here are some suggestions about when to plan:

If your industry is changing rapidly

When an organization is launching

At the start of a new year or funding period

In preparation for a major new initiative

If regulations and laws in your industry are or will be changing

“It’s not like you do all of the thinking and planning, and then implement,” Bryson says. “A mistake people make is [believing] the thinking has to precede the acting and the learning.”

Even if you do not re-create the entire planning process often, it is important to periodically check your plan and make sure it is still working. If not, update it.

What Is the Strategic Planning Process?

Strategic planning is a process, and not an easy one. A key is to make sure you allow enough time to complete the process without rushing, but not take so much time that you lose momentum and focus. The process itself can be more important than the final document due to the information that comes out of the discussions with management, as well as lower-level workers.

Jim Stockmal

“There is not one favorite or perfect planning process,” says Jim Stockmal, president of the Association for Strategic Planning (ASP). He explains that new techniques come out constantly, and consultants and experienced planners have their favorites. In an effort to standardize the practice and terms used in strategic planning, ASP has created two certification programs .

Level 1 is the Strategic Planning Professional (SPP) certification. It is designed for early- or mid-career planners who work in strategic planning. Level 2, the Strategic Management Professional (SMP) certification, is geared toward seasoned professionals or those who train others. Stockmal explains that ASP designed the certification programs to add structure to the otherwise amorphous profession.

The strategic planning process varies by the size of the organization and can be formal or informal, but there are constraints. For example, teams of all sizes and goals should build in many points along the way for feedback from key leaders — this helps the process stay on track.

Some elements of the process might have specific start and end points, while others are continuous. For example, there might not be one “aha” moment that suddenly makes things clear. Instead, a series of small moves could slowly shift the organization in the right direction.

“Don’t make it overly complex. Bring all of the stakeholders together for input and feedback,” Stockmal advises. “Always be doing a continuous environmental scan, and don’t be afraid to engage with stakeholders.”

Additionally, knowing your company culture is important. “You need to make it work for your organization,” he says.

There are many different ways to approach the strategic planning process. Below are three popular approaches:

Goals-Based Planning: This approach begins by looking at an organization’s mission and goals. From there, you work toward that mission, implement strategies necessary to achieve those goals, and assign roles and deadlines for reaching certain milestones.

Issues-Based Planning: In this approach, start by looking at issues the company is facing, then decide how to address them and what actions to take.

Organic Planning: This approach is more fluid and begins with defining mission and values, then outlining plans to achieve that vision while sticking to the values.

“The approach to strategic planning needs to be contingent upon the organization, its history, what it’s capable of doing, etc.,” Bryson explains. “There’s such a mistake to think there’s one approach.”

For more information on strategic planning, read about how to write a strategic plan and the different types of models you can use.

Who Participates in the Strategic Planning Process?

For work as crucial as strategic planning, it is necessary to get the right team together and include them from the beginning of the process. Try to include as many stakeholders as you can.

Below are suggestions on who to include:

Senior leadership

Strategic planners

Strategists

People who will be responsible for implementing the plan

People to identify gaps in the plan

Members of the board of directors

“There can be magic to strategic planning, but it’s not in any specific framework or anybody’s 10-step process,” Bryson explains. “The magic is getting key people together, getting them to focus on what’s important, and [getting] them to do something about it. That’s where the magic is.”

Hofmeyer recommends finding people within an organization who are not necessarily current leaders, but may be in the future. “Sometimes they just become obvious. Usually they show themselves to you, you don’t need to look for them. They’re motivated to participate,” he says. These future leaders are the ones who speak up at meetings or on other occasions, who put themselves out there even though it is not part of their job description.

At the beginning of the process, establish guidelines about who will be involved and what will be expected of them. Everyone involved must be willing to cooperate and collaborate. If there is a question about whether or not to include anyone, it is usually better to bring on extra people than to leave someone out, only to discover later they should have been a part of the process all along. Not everyone will be involved the entire time; people will come and go during different phases.

Often, an outside facilitator or consultant can be an asset to a strategic planning committee. It is sometimes difficult for managers and other employees to sit back and discuss what they need to accomplish as a company and how they need to do it without considering other factors. As objective observers, outside help can often offer insight that may escape insiders.

Hofmeyer says sometimes bosses have blinders on that keep them from seeing what is happening around them, which allows them to ignore potential conflicts. “People often have their own agendas of where they want to go, and if they are not aligned, it is difficult to build a strategic plan. An outsider perspective can really take you out of your bubble and tell you things you don’t necessarily want to hear [but should]. We get into a rhythm, and it’s really hard to step out of that, so bringing in outside people can help bring in new views and aspects of your business.”

An outside consultant can also help naysayers take the process more seriously because they know the company is investing money in the efforts, Hofmeyer adds.

No matter who is involved in the planning process, make sure at least one person serves as an administrator and documents all planning committee actions.

What Is in a Strategic Plan?

A strategic plan communicates goals and what it takes to achieve them. The plan sometimes begins with a high-level view, then becomes more specific. Since strategic plans are more guidebooks than rulebooks, they don’t have to be bureaucratic and rigid. There is no perfect plan; however, it needs to be realistic.

There are many sections in a strategic plan, and the length of the final document or presentation will vary. The names people use for the sections differ, but the general ideas behind them are similar: Simply make sure you and your team agree on the terms you will use and what each means.

One-Page Strategic Planning Template

“I’m a big fan of getting a strategy onto one sheet of paper. It’s a strategic plan in a nutshell, and it provides a clear line of sight,” Stockmal advises.

You can use the template below to consolidate all your strategic ideas into a succinct, one-page strategic plan. Doing so provides you with a high-level overview of your strategic initiatives that you can place on your website, distribute to stakeholders, and refer to internally. More extensive details about implementation, capacity, and other concerns can go into an expanded document.

One Page Strategic Planning Template

Download One-Page Strategic Planning Template Excel | Word | Smartsheet

The most important part of the strategic plan is the executive summary, which contains the highlights of the plan. Although it appears at the beginning of the plan, it should be written last, after you have done all your research.

Of writing the executive summary, Stockmal says, “I find it much easier to extract and cut and edit than to do it first.”

For help with creating executive summaries, see these templates .

Other parts of a strategic plan can include the following:

Description: A description of the company or organization.

Vision Statement: A bold or inspirational statement about where you want your company to be in the future.

Mission Statement: In this section, describe what you do today, your audience, and your approach as you work toward your vision.

Core Values: In this section, list the beliefs and behaviors that will enable you to achieve your mission and, eventually, your vision.

Goals: Provide a few statements of how you will achieve your vision over the long term.

Objectives: Each long-term goal should have a few one-year objectives that advance the plan. Make objectives SMART (specific, measurable, achievable, and time-based) to get the most out of them.

Budget and Operating Plans: Highlight resources you will need and how you will implement them.

Monitoring and Evaluation: In this section, describe how you will check your progress and determine when you achieve your goals.

One of the first steps in creating a strategic plan is to perform both an internal and external analysis of the company’s environment. Internally, look at your company’s strengths and weaknesses, as well as the personal values of those who will implement your plan (managers, executives, board members). Externally, examine threats and opportunities within the industry and any broad societal expectations that might exist.

You can perform a SWOT (strengths, weaknesses, opportunities, and threats) analysis to sum up where you are currently and what you should focus on to help you achieve your future goals. Strengths shows you what you do well, weaknesses point out obstacles that could keep you from achieving your objectives, opportunities highlight where you can grow, and threats pinpoint external factors that could be obstacles in your way.

You can find more information about performing a SWOT analysis and free templates in this article . Another analysis technique, STEEPLE (social, technological, economic, environmental, political, legal, and ethical), often accompanies a SWOT analysis.

Basics of Strategic Planning

How you navigate the strategic planning process will vary. Several tools and techniques are available, and your choice depends on your company’s leadership, culture, environment, and size, as well as the expertise of the planners.

All include similar sections in the final plan, but the ways of driving those results differ. Some tools are goals-based, while others are issues- or scenario-based. Some rely on a more organic or rigid process.

Hofmeyer summarizes what goes into strategic planning:

Understand the stakeholders and involve them from the beginning.

Agree on a vision.

Hold successful meetings and sessions.

Summarize and present the plan to stakeholders.

Identify and check metrics.

Make periodic adjustments.

Items That Go into Strategic Planning

Strategic planning contains inputs, activities, outputs, and outcomes. Inputs and activities are elements that are internal to the company, while outputs and outcomes are external.

Remember, there are many different names for the sections of strategic plans. The key is to agree what terms you will use and define them for everyone involved.

Inputs are important because it is impossible to know where you are going until you know what is around you where you are now.

Companies need to gather data from a variety of sources to get a clear look at the competitive environment and the opportunities and risks within that environment. You can think of it like a competitive intelligence program.

Data should come from the following sources:

Interviews with executives

A review of documents about the competition or market that are publicly available

Primary research by visiting or observing competitors

Studies of your industry

The values of key stakeholders

This information often goes into writing an organization’s vision and mission statements.

Activities are the meetings and other communications that need to happen during the strategic planning process to help everyone understand the competition that surrounds the organization.

It is important both to understand the competitive environment and your company’s response to it. This is where everyone looks at and responds to the data gathered from the inputs.

The strategic planning process produces outputs. Outputs can be as basic as the strategic planning document itself. The documentation and communications that describe your organization’s strategy, as well as financial statements and budgets, can also be outputs.

The implementation of the strategic plan produces outcomes (distinct from outputs). The outcomes determine the success or failure of the strategic plan by measuring how close they are to the goals and vision you outline in your plan.

It is important to understand there will be unplanned and unintended outcomes, too. How you learn from and adapt to these changes influence the success of the strategic plan.

During the planning process, decide how you will measure both the successes and failures of different parts of the strategic plan.

Sharing, Evaluating, and Monitoring the Progress of a Strategic Plan

After companies go through a lengthy strategic planning process, it is important that the plan does not sit and collect dust. Share, evaluate, and monitor the plan to assess how you are doing and make any necessary updates.

“[Some] leaders think that once they have their strategy, it’s up to someone else to execute it. That’s a mistake I see,” Stockmal says.

The process begins with distributing and communicating the plan. Decide who will get a copy of the plan and how those people will tell others about it. Will you have a meeting to kick off the implementation? How will you specify who will do what and when? Clearly communicate the roles people will have.

“Before you communicate the plan [to everyone], you need to have the commitment of stakeholders,” Hofmeyer recommends. Have the stakeholders be a part of announcing the plan to everyone — this keeps them accountable because workers will associate them with the strategy. “That applies pressure to the stakeholders to actually do the work.”

Once the team begins implementation, it’s necessary to have benchmarks to help measure your successes against the plan’s objectives. Sometimes, having smaller action plans within the larger plan can help keep the work on track.

During the planning process, you should have decided how you will measure success. Now, figure out how and when you will document progress. Keep an eye out for gaps between the vision and its implementation — a big gap could be a sign that you are deviating from the plan.

Tools are available to assist with tracking performance of strategic plans, including several types of software. “For some organizations, a spreadsheet is enough, but you are going to manually enter the data, so someone needs to be responsible for that,” Stockmal recommends.

Remember: strategic plans are not written in stone. Some deviation will be necessary, and when it happens, it’s important to understand why it occurred and how the change might impact the company's vision and goals.

Deviation from the plan does not mean failure, reminds Hofmeyer. Instead, understanding what transpired is the key. “Things happen, [and] you should always be on the lookout for that. I’m a firm believer in continuous improvement,” he says. Explain to stakeholders why a change is taking place. “There’s always a sense of re-evaluation, but do it methodically.”

Build in a schedule to review and amend the plan as necessary; this can help keep companies on track.

What Is Strategic Management?

Strategic planning is part of strategic management, and it involves the activities that make the strategic plan a reality. Essentially, strategic management is getting from the starting point to the goal effectively and efficiently using the ongoing activities and processes that a company takes on in order to keep in line with its mission, vision, and strategic plan.

“[Strategic management] closes the gap between the plan and executing the strategy,” Stockmal of ASP says. Strategic management is part of a larger planning process that includes budgeting, forecasting, capital allocation, and more.

There is no right or wrong way to do strategic management — only guidelines. The basic phases are preparing for strategic planning, creating the strategic plan, and implementing that plan.

No matter how you manage your plan, it’s key to allow the strategic plan to evolve and grow as necessary, due to both the internal and external factors.

“We get caught up in all of the day-to-day issues,” Stockmal explains, adding that people do not often leave enough time for implementing the plan and making progress. That’s what strategic management implores: doing things that are in the plan and not letting the plan sit on a shelf.

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Our expert strategic planning consultants help establish a bold vision supported by an agile strategy with OKRs to accelerate your impact. Here’s why we’re the clear choice for your strategic planning services:

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Our strategic planning process includes a focus on identify your AI strategic opportunities and integrating them into your plan. We’ll bring AI experts to your planning sessions and help your organization realize the promise of Generative AI.

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We’ll work with your team to create an agile approach to engage your entire organization and connect them to what matters most. build an actionable plan that sticks — the first time. contact us to get started. contact us to get started ., collaborate to create a bold vision of the future.

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Meet our a few of our expert strategic planning consultants.

Erica Olsen, Strategic Planning Consultant

Erica Olsen

Ceo and co-founder.

Erica Olsen quite literally wrote the book on strategic planning – Strategic Planning for Dummies, in fact.

As CEO and co-founder of OnStrategy, Erica has dedicated almost twenty years to growing OnStrategy with one goal in mind; help organizations around the globe create and implement strategic plans to achieve their bold visions of success.

Erica’s expertise as a strategic planning consultant includes strategic plan facilitation, strategy design, implementation, OKRs, and consistent results management. Her dedication to the craft of strategic planning has helped organizations like Patagonia, Microsoft, Make-A-Wish, the City and County of San Francisco, and Keystone Healthcare Management.

Erica’s Expertise as a Strategic Planning Consultant:

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Make-A-Wish

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Principal Strategist

Jeff is always looking at the bigger picture. His ability to step back, assess, and analyze how things fit together strategically is among the reasons he is one of our most efficient and effective senior strategic planning consultants.

Jeff has experience in revenue recognition and brand development for organizations ranging from startup to venture-backed and publicly traded. His versatility and background give him the versatility to help our clients find solutions to the complex problems they face. His client rap sheet includes Intuit, IBM, Harley Davidson, and Volcom.

Jeff Brunings, Strategic Planning Consultant

  • Sales and Sales Methodology
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  • Maryland Food Bank
  • Outdoor Industry Association
  • Reno Rodeo Association

Kim Perkins, Strategic Planning Consultant

Kim Perkins

Kim’s kind nature encases everything she does. While practical and pragmatic, her approach truly comes from her internal desire to bring people together to see success. As a consultant, her focus is empowering the public sector with the strategy to make an impact in our communities.

As an expert in public sector planning, her work as a strategic planning consultant includes various governments, non-profits, and school districts. Clients who’ve seen success directly from her career include Boy Scouts of America, North Slope Borough School District, Sovereign Nation of the Chitimacha Tribe, and the Discovery Museum of Northern Nevada.

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Tap in to our team of expert strategic planning consultants to build your agile plan today., leigh abbott.

Leigh leverages decades of experience across a multitude of industries to move companies through strategic planning and change management. She’s an expert in communication and collaboration, driving organizational growth through the strategic planning and implementation process.

Leigh holds a Bachelor of Arts in Art from Penn State; an MBA from Virginia Wesleyan University; and is currently a doctoral student, Strategic Leadership at Liberty University.

Leigh Abbott, Strategic Planning Consultant

  • Strategic Planning Consulting
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  • County of Santa Clara – TSS
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Kamryn Mock

Kamryn Mock

Lead strategist.

As our team’s youngest strategist, Kamryn landed at OnStrategy equipped with the skills essential to navigating the 21st Century business environment. Her clients’ success is rooted in her commitment to learning as much as possible through listening, collaboration, and forward-thinking.

Kamryn has become one of our strategy implementation and execution experts, helping organizations around the globe roll out their plans and adopt an approach to keep their teams focused on what’s critical to success. Her client list includes the Maryland Food Bank, City of Reno, and Credit Union West, just to name a few.

Expertise as a Strategic Planning Consultant

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Meet a few of our partner consultants.

Stacye Thrasher Brim

Stacye Thrasher Brim Principal Strategist

Jeffrey Prottas

Jeffrey Prottas Principal Strategist

Jennifer Cunningham

Jennifer Cunningham Lead Strategist

Cammy Elquist LoRé

Cammy Elquist LoRé Lead Strategist

Why ceos, csos, & strategy leaders ❤️ onstrategy, “i have been telling my peers about our off site and how impressed i was with our facilitator and onstrategy. bringing onstrategy in was probably the best thing i have done.”.

Applied Network Solutions

CEO/CO-Founder

Applied Network Solutions

“The level of individual engagement is great all around! And your leadership through this strategic planning process has been excellent.”

Dallas Smith

Dallas Smith

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Healing HealthCare Systems

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Chi Nguyen

VP of Marketing

“I’m very pleased with how the team was able to knock out so much last year despite the unrest and uncertainty. We stuck to the intent of the plan and made use of its agile nature. All of the preparation and discussions to build the plan really paid off as we shifted on what felt like a weekly basis.”

DT Minich

President/CEO

Experience Kissimmee

“The software made it easier for the team build out their respective department goals, targets, and supporting initiatives. We've been doing planning for 20 years and we're finally driving a level of coordination, communication, and collaboration across all nine of our divisions”

Mark Binsfelt

Mark Binsfelt

VP of Marketing and Business Development

J.F. Brennan

Book your free roadmap call today.

A strategic planning consultant leads organizations through the process of building a strategic plan. This includes conducting a current state analysis for the organization, collecting insights from the team, creating the framework for the planning sessions, facilitating the planning retreats, building the organization’s strategic plan, and ensuring successful implementation and adoption.

We offer retreat facilitation, employee insights, market assessments and competitive analyses, strategic planning, OKR coaching, organization benchmarking, OKR consulting services, and strategic plan implementation services.

Expert strategic planning consultants offer services to organizations to lead strategic planning sessions, build strategic plans, create strategic goals and OKRs, develop and identify growth strategies, and help organizations successfully implement and adopt their plans with an agile implementation process.

After the initial 90-day plan build, we will set quarterly meetings to review your OKRs and goals and recalibrate your plan for the next 90 days.

A strategic planning consultant will help your organization with every step of your strategic plan build. Your consultant should be experienced, knowledgeable, organized, and have a proven framework to build your strategic plan.

An expert strategic planning consultant should be able to build your plan in as few as 90 days.

We help leaders achieve their visions of success.

We dig in deep and help clients solve their biggest challenges. listen in to see how our clients work everyday to achieve their visions of success:.

Bright Path Labs

The Best Visions Connect to Your Head, Heart, and Soul

Tony Quiñones, Bright Path Labs

Strategy Stories

Washoe County

Using a Bold Vision to Solve Homelessness

Dana Searcy, Washoe County

Marylabnd Food Bank

Strategy is Communication, Communication is Strategy

Meg Kimmel & Carmen Del Guercio

JF Brennan

Creating the Next Generation of Leaders and Stewards of our Waterways

Patagonia

Aligning an Organization & Leadership Team to Save the Planet

Make A Wish

Committing to a Bigger Impact to Grant Wishes to Every Eligible Child

Authority Partners

Growing an Organization to Create Clear Ownership & Accountability

Authority Partners

CFMA

Unifying a Team with a Clear Focus to Transform the Construction Industry

Tahoe-Fund

Defining an Ambitious Strategic Plan to Preserve & Protect Lake Tahoe

Join 60,000 other leaders engaged in transforming their organizations., subscribe to get the latest agile strategy best practices, free guides, case studies, and videos in your inbox every week..

Keystone

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strategic planning services llc

WBS

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Strategic Planning:

Get on track for long-term success, strategic planning shouldn’t be painful..

Instead, when facilitated well, strategic planning should be engaging and energizing.

It should enable every team member to visualize a clear future, a stronger future, and an enhanced workplace culture.

Many times, clients need a strategic plan because it’s a requirement or a checklist item. It’s not traditionally been a strategic business resource…  until we work together.

I’d like to help you address your strategic planning challenge and help you change your business in the process.

strategic planning services llc

Does your organization need a strategic plan to outline what you need to accomplish over the next 3, 4, 5 or more years?

strategic planning services llc

I will guide you through the strategic planning process to ensure your strategic plan is clear, concise, and–most importantly–”workable.”

strategic planning services llc

With our straightforward process…

  • You’ll develop an organization-wide vision, mission, values statement, strategic priorities and goals
  • You’ll create a clear, concise strategic plan that provides the needed focus, implementation clarity, and budget alignment to enable you to get things done
  • You’ll have a plan to elevate and align your team’s performance while enhancing your company’s culture

“I wanted to send you a quick update on the plan you facilitated us through development. We had an in-person meeting today. It’s exciting to have everyone now begin to recognize the progress we’re making as an organization vs. just the tasks they were doing. I love it when a plan comes together! And I so appreciate your expertise and insights in this process.”

President & CEO , American Traffic Safety Services Association

Executive Director , United Way of Franklin County PA

You need a strategic plan. But why not create a stronger business, team, and culture in the process?

Start your plan for a successful future with a call to weber business services, llc : +1 (717) 597-8890..

  • Change Management

Strategic Planning

  • GE Work-Out
  • Business Process Improvement
  • Team Effectiveness
  • Executive Coaching
  • Strategy Development/Implementation
  • Process Re-engineering
  • Supply-Chain Management/Supplier Development
  • Cost-Reduction
  • Product-Yield Increase
  • Cycle-Time Reduction/Productivity
  • Non-Value-Added Work Elimination
  • Organizational Integration
  • Global Standardization
  • Client List
  • Testimonials
  • Case Studies

Gagnon Associates

Gagnon Associates

Management & Organizational Consulting

strategic planning services llc

SETTING STRATEGY WITH EXECUTION IN MIND

Seasoned strategic planning consulting services.

Our Associates are seasoned strategic planning consultants who deliver highly experienced strategic planning consulting services.  We can help you and your executive team develop an integrated strategic plan that builds clarity and consensus among you on a critical game-plan for the future success of your business.  Just as importantly, our team-based approach to strategic plan development orchestrates the involvement of your key stakeholders in a way that optimizes your chances for successful plan implementation.  And as any executive leader knows, a strategic plan is only as good as your ability to  execute  it effectively.

Our Proven Approach to Strategic Plan Development & Implementation Services

“. . . your business focus to Strategic Planning . . . and the advance preparation you demand of yourselves make planning sessions the most productive I have ever experienced in my career.” . . . read more

In the case of a business that is developing a strategic plan for the first time or one whose existing plan requires a completely fresh take, the process described here has delivered solidly for many of our clients over many years.  (Please see what our clients say, below.)

The cornerstones of our successful Team-Based Strategic Planning Process are:

  • an open, candid, fact-based assessment of a company’s current and prospective operating environment
  • customized, structured planning Conferences, carefully designed and facilitated by Gagnon Associates consultants, against concrete outcome goals
  • a parallel, “Offline,” Feedback/Input Process, “interleaved” with planning Conferences, that enables representatives of a company’s key stakeholder groups to review and influence in-process planning material, as well as to provide fresh, “front-end” inputs to planning Conference discussions and deliberations.

This approach facilitates broader organizational involvement in the kind of high-level planning that is often the exclusive purview of only senior-most executives.

Since commitment and ownership are always a function of involvement, our Team-Based Strategic Planning Process not only provides a leadership team with the data, setting, process and support they need to achieve alignment among themselves, it also ensures the kind of stakeholder involvement that’s needed to build broader ownership for the final plan and commitment to its ultimate implementation.

Strategic Planning Model

Getting Started:  Strategic Plan Development

The “Strategic Planning Model,” shown here, lays out our most comprehensive Team-Based Strategic Planning Process at a glance.

It begins with:

  • Confidential Executive Interviews of the Planning Team members, conducted by the Gagnon Associates consultant who will be leading the Strategic Planning Process,
  • macro business environment,
  • major competitors,
  • financial and organizational health.

This contextual material, as well as a thorough SWOTS analysis (Strengths, Weaknesses, Opportunities and Threats) serves to lay the factual foundation upon which all subsequent planning Conference deliberations are based.

The Strategic Planning Conferences

The Planning Conferences represent the heart of the Team-Based Strategic Planning Process.  A configuration of three, two-day sessions, taking place over as little as three months, has proven suitable for many clients, but, again, our experience enables us to customize this schedule, as required, to suit client needs.

The accompanying “Architecture” depicts the key strategic questions the Planning Team works through in the course of the Conferences and the sequence in which they confront these questions.

Strategic Planning Architecture Chart

  • unbiased management of the content agenda and the deliberative process,
  • the CEO’s interaction as a full participant vs. obligatory “meeting leader”
  • a healthy confrontation of critical, yet sometimes sensitive, issues identified in Executive Interviews and surfaced anonymously and “safely” by the consultant/facilitator,
  • high-productivity sessions based on a proven approach vs. “making it up as you go along.”

“Offline” Organizational Feedback/Input Process

Between the formal Planning Conferences, members of the Planning Team serve as “Task Team” Leaders.  Following a process provided by Gagnon Associates, “Task Team” Leaders meet with representatives from the enterprise’s broader constituencies to:

  • review and prepare feedback on previous Conference draft outputs and outcomes and
  • provide input to the strategic questions to be addressed in subsequent Conferences.

“Task Team” Leaders prepare this “Offline” material for presentation and discussion at the Planning Conferences, thus ensuring substantive stakeholder input to the Strategic Planning Process.

This in-process involvement before a strategic plan is final builds awareness and ownership for the planning process itself and maximizes the chances for broader organizational “buy-in” for the strategic plan that results.  In terms of effective implementation, this approach provides a leadership team with far better chances of gaining traction for new direction than if, as is so often the case, their strategic plan had been “hatched” privately behind closed doors.  In this case, the likelihood of a successful strategic plan implementation is much stronger.

Clients of Our Strategic Planning Process

We have conducted customized applications of our Team-Based Strategic Planning Process for executive leadership from the following for-profit companies:

  • Colgate-Palmolive
  • The First-Brands Corporation
  • Rodale, Inc.
  • Russ Berrie and Company, Inc.
  • The Orvis Company
  • POLO.COM  (a subsidiary of Polo Ralph Lauren)
  • Financo, Inc.
  • Noble International, LTD

In the non-profit arena, we have conducted Strategic Planning engagements for:

  • St. Bonaventure University
  • The Frank Foundation,
  • Gilda’s Club
  • Food Pantries of the Capital District (Albany, NY)
  • Trout Unlimited
“I’d like to focus primarily on the benefits of the Strategic Planning Process to the leadership of the company, that is, to me as CEO and to my leadership team. First, my top-line statement would be that I gained valuable insights that encouraged me to change my style and approach to leading the company.” ... Read the full Testimonial »

Perk Perkins , President The Orvis Company, Inc. Manchester, VT, USA

“We had just completed a major acquisition in Europe that almost doubled the size of the Company. We were in the beginning of the process of not only combining our businesses – one in North America and the other in Europe – but, since the entire senior management team of the European business stayed on to continue to run the business, we also needed to meld together two very different cultures, while determining how to create value. "Of importance to me as CEO was the opportunity that the Strategic Planning Process provided for this new, global senior management team to work together and become more comfortable with each other. By the end of our last planning session, each of the executives who participated truly believed they had played an important role in developing our new Strategic Plan and that their voice had been heard and respected. "In this context, Gagnon Associates’ involvement with Noble was invaluable.” ... Read the full Testimonial »

Thomas L. Saeli , Chief Executive Officer Noble International, LTD Troy, Michigan, USA

"The Strategic Planning Process provided clarity and concreteness to our goals, strategies, and timetables. It also created a bond that brought my group together both as a new business as well as a team. Most importantly, your process allowed me to create a real sense of commitment within our group that has helped us survive a volatile business environment. To this day, we still speak the “language” established in that first strategy session over a year ago." ... Read the full Testimonial »

Jeffrey D. Morgan , Director, Licensing Polo Ralph Lauren New York, New York, USA

“I . . . want to note that working with Gagnon Associates has been a real pleasure. Your business focus to Strategic Planning, your skills in facilitation and the advance preparation you demand of yourselves make planning sessions the most productive I have ever experienced in my career.” ... Read the full Testimonial »

John R. Caulfield , former President & CEO Leominster Credit Union Leominster, MA, USA

As you know, I’ve been running Trout Unlimited for 12 years, a period of time that has included the development of three strategic plans. Yet I can say I have never had a better sense that senior management and volunteer leaders were more committed or engaged. This time around, it’s so strong it’s almost palpable. ... Read the full Testimonial »

Charles F. Gauvin , President and CEO Trout Unlimited Arlington, VA, USA

Case Study: Strategic Plan Development & Implementation

THE COMPANY: America’s oldest direct-mail catalogue marketing company. THE SITUATION: After years of enviable growth, the company encounters a business down turn and withstands the first layoffs in its history. Impact on company morale is significant, and though the imperative to resolve on a future course is clear, ... Read the full Case Study »

Fiduciary Investment Management Services

With ADP Strategic Plan Services (SPS) you can rely on us to provide investment services to help you manage your fiduciary obligations, gain access to a diverse group of funds, and offer plan participants a varied fund menu with low expense fund fees.

A Trusted Expert

In fiduciary investment management, $16.2 billion, assets under management 6/30/2023">i, flexibility, options and choices that are right for your business, clients 6/30/2023">i, our fiduciary services.

With two services to choose from, you can select the investment support best suited to your plan needs.

strategic planning services llc

3(21) Investment Advisory Services

What are 3(21) Investment Advisory Services?

Provides advice and guidance to your plan’s investment fiduciary and assists with the selection and monitoring of your plan’s investment options.

Who are 3(21) Investment Advisory Services best for?

  • Those who have an investment manager or committee.
  • Those who seek additional guidance with selection and monitoring.
  • Those who want to be involved in making critical investment decisions for their business.

3(38) Investment Management Services

What are 3(38) Investment Management Services?

Acts as an investment manager for your plan and assumes full investment discretion for selecting, monitoring, and replacing investment options for your plan.

Who are 3(38) Investment Management Services best for?

  • Those who need an investment manager for their plan.
  • Those who want someone to perform the selection and monitoring for them.
  • Those who want a do-it-for me approach to making critical investment decisions for their plan.

strategic planning services llc

ADP Strategic Plan Services can help ease the fiduciary burden of selecting and monitoring your plan’s investment lineup.

Our insights, market commentary & outlook.

By James Buccella, President ADP Strategic Plan Services

strategic planning services llc

Protection from Fiduciary Risk

When it comes to selecting plan investment options, you have a legal responsibility to follow the fiduciary standards outlined in the Employee Retirement Income Security Act of 1974 (ERISA). This is a high standard that requires certain levels of expertise in areas like investment selection and monitoring, among others.

strategic planning services llc

Hiring Strategic Plan Services as your investment manager may also reduce the risks associated with certain third-party, ERISA-related lawsuits pertaining to investment selection and monitoring. In 2022, the EBSA recovered $1.4 billion for the benefit of plans, participants, and beneficiaries. 1 This included:

$ 931 million

recovered from over 907 civil investigations

$422 million

restored to workers through informal participant complaints

$83.9 million

distributed to participants as a result of the Abandoned Plan program

Our Investment Committee

Meet the experienced investment professionals behind ADP Strategic Plan Services. Our Investment Committee is there to help you make the most of your retirement plan.

James Buccella, CMFC®

James Buccella, CMFC ®

Member, president of adp strategic plan services.

James T. Buccella (Jim) is President of ADP Strategic Plan Services, LLC (SPS),an SEC Registered Investment Advisor. Since the formation of SPS in 2017, he continues to manage and ...

strategic planning services llc

Kevin Merrow, CFP ® , CMFC ® , CRPS ®

Chairman, director of institutional investment consulting.

Kevin Merrow is Chairman of the SPS Investment Committee. For clients who engage SPS as an investment manager, the Investment Committee ...

strategic planning services llc

Neil Fentress, CMFC ®

Member, sr. director investment services.

Neil Fentress is a member of the SPS Investment Committee. For clients who engage SPS as an investment manager, the Investment Committee has overall responsibility for selecting ...

strategic planning services llc

Greg Anderson, CMFC ®

Member, institutional investment consultant.

Greg Anderson is a member of the SPS Investment Committee. For clients who engage SPS as an investment manager, the Investment Committee has overall responsibility for ...

strategic planning services llc

Kevin Drever, CMFC ® , CRPS ®

Kevin Drever is a member of the SPS Investment Committee. For clients who engage SPS as an investment manager, the Investment Committee has overall responsibility for ...

strategic planning services llc

Michael Haggerty

Michael Haggerty serves on the SPS Investment Committee. For clients who engage SPS as an investment manager, the Investment Committee has overall responsibility for ...

Frequently Asked Questions

Who is adp strategic plan services, llc.

ADP Strategic Plan Services, LLC is an affiliate of ADP, Inc. (ADP) and a separate, indirect subsidiary of Automatic Data Processing, Inc. that provides fiduciary investment management services including the analysis, selection, monitoring, and if necessary, replacement of investment options on behalf of employee-sponsored retirement plans.

What is ADP SPS' philosophy on managing my investment lineup?

Frequent fund changes can be disruptive, so we only recommend changes when they are clearly prudent. We minimize disruption so participants can stay focused, and our decisions are intended to reflect prudent investment management of your plan’s retirement assets. When making investment decisions for your lineup, we:

  • Objectively evaluate the widest possible range of funds available
  • Take a comprehensive approach to fund analysis, including qualitative factors
  • Incorporate investment risk and volatility when evaluating returns
  • Make only meaningful and prudent plan investment changes
  • Consider industry trends and behavioral finance research in our ongoing due diligence process

How can ADP SPS help strengthen my business’s retirement plan?

ADP Strategic Plan Services is committed to providing our defined contribution retirement plan clients with investment services that help them effectively manage their investment fiduciary obligations, gain access to a diverse groups of funds, and offer plan participants a diversified fund menu.

We are focused on contributing toward your participants retirement readiness. Our objective is to help you design an investment menu that fits the investing needs of your plan and its participants.

Why is an investment service good for my business?

As a fiduciary, it’s important to follow the standards of conduct outlined in the Employee Retirement Income Security Act (ERISA). Among other responsibilities, this includes carrying out your duties prudently — a high standard that requires expertise in a number of areas, like investment selection and monitoring.

To help plan sponsors manage fiduciary risk, ADP, Inc. makes investment fiduciary support services available through its affiliate ADP Strategic Plan Services, LLC. With these services, you can effectively manage fiduciary risk associated with investment selection and monitoring by adding the level of ERISA fiduciary support that’s right for your "business".

What is a 3(21) fiduciary?

A 3(21) fiduciary is named by a retirement plan sponsor to ensure that your plan is meeting specific Employee Retirement Income Security Act of 1974 (ERISA) provisions regarding rights and responsibilities in managing an employer-sponsored retirement account. The fiduciary may be a third party that specializes in these functions.

A 3(21) Investment Advisor guides a Plan sponsor on managing the plan's investments. While they act as a co-fiduciary, it's important to note that they do not make investment decisions.

What is a 3(38) fiduciary?

A 3(38) Investment manager is a third party hired by a plan sponsor to manage, monitor and sustain the investment options for plan participants, maintaining full discretion of the investment lineup.

What are a 3(38) fiduciary's requirements and responsibilities?

What benefits can a 3(38) offer.

With the support of an investment professional (such as SPS) acting as a plan's 3(38) investment manager, a plan sponsor is able to meet ERISA requirements in respect to their 401(k)-investment lineup. This role assumes full discretion for selecting, monitoring and replacing investment options. The investment manager may also assist plan fiduciaries with plan monitoring and investments.

What are 3(38) plans?

A 3(38) plan is one that has an investment manager. After extensive due diligence, a 3(38) investment manager oversees a set of investment options that they are confident using within a 401(k) plan, as the basis for all their client's plan investment lineups. Plan sponsors that choose to hire 3(38) investment managers must adopt their plan's investment lineups and trust the 3(38) Investment manager's judgment to make adjustments as necessary.

Trust ADP Strategic Plan Services to manage your investment lineup with fiduciary expertise.

strategic planning services llc

James T. Buccella (Jim) is President of ADP Strategic Plan Services, LLC (SPS), an SEC Registered Investment Advisor. Since the formation of SPS in 2017, he continues to manage and advise 401(k) plan clients of ADP. He serves as a member of both the SPS Board of Managers and the SPS Investment Committee. As of 3/31/2023, SPS is pleased to service approximately 55,000 retirement plan clients with over $14B in assets. For clients who engage SPS as an investment manager, the Investment Committee has overall responsibility for selecting, monitoring, and replacing funds in plan investment line-ups. For clients who engage SPS as an investment advisor, the Investment Committee has overall responsibility for reviewing and monitoring funds in plan investment line-ups and supervising the preparation of performance reports and the provision of investment advice to client plans.

Jim has 15 years of experience at ADP Retirement Services (“ADPRS”) and was previously responsible for all relationship management activities for ADPRS clients. He holds FINRA Series 7, 24 and 63 registrations.

Jim joined ADP Retirement Services in 2008 from HSBC Bank, USA where he was First Vice President of Retirement Services, managing both Sales and Relationship Management. Prior to HSBC, Jim was a Managing Director at JP Morgan Chase Asset Management responsible for all retirement services product offerings to Chase’s middle market client base. Jim has over 30 years of industry experience in retirement plans, asset management, and institutional trust.

Jim holds a Bachelor of Arts degree in Communication from the State University of New York at Buffalo and an MBA with a concentration in Finance from the State University of New York at Albany and earned a CMFC® designation from the College for Financial Planning.

Registered representative of ADP Broker Dealer, Inc. (Member FINRA), an affiliate of ADP, Inc. One ADP Blvd, Roseland, NJ. ADP Strategic Plan Services, LLC (SPS) is a SEC Registered Investment Adviser. Registration does not imply a certain level of skill or services. The Chartered Mutual Fund Counselor (“CMFC”) program is administered by the College for Financial Planning. The CMFC program consists of types and characteristics of open and closed-end funds, other packaged investment products, risk and return, asset allocation, selecting a mutual fund for a client, retirement planning, and professional conduct. The CRPS designation consist of types and characteristics of retirement plans, including IRAs, small business retirement plans, defined contribution plans, nonprofit plans, 401(k) and 403(b) plans, and government plans. Other topics addressed are plan distributions, plan design and implementation, plan establishment and operation, and fiduciary issues.

ADP Retirement Services branch office: 11 Northeastern Boulevard Salem, NH, 03079

ADP, the ADP logo and Always Designing for People are trademarks of ADP, Inc. All other trademarks and service marks are the property of their respective owners. ADPIA-20230309-0173 Copyright © 2023 ADP, Inc. All Rights Reserved

Neil Fentress

Neil Fentress is a member of the SPS Investment Committee. For clients who engage SPS as an investment manager, the Investment Committee has overall responsibility for selecting, monitoring, and replacing funds in plan investment line-ups. For clients who engage SPS as an investment advisor, the Investment Committee has overall responsibility for reviewing and monitoring funds in plan investment line-ups as needed, and supervising the preparation of performance reports and the provision of investment advice to client plans.

Neil has over 18 years of experience with ADP Retirement Services. He has served in various capacities in client investment services. Neil leads the Investment Sales Consulting team and Client Investment Services, which are responsible for conducting ongoing investment service, investment reviews and investment education for ADP clients. Neil is a FINRA registered representative with ADP Broker-Dealer, Inc. and holds Series 7, 26 and 63 securities registrations.

Prior to joining ADP Neil worked at Edward Jones Investments, Wells Fargo Financial, and Integrity Life Insurance Co. in various roles in financial services and retirement planning. Neil received his Bachelor of Science degree in Economics from the University of Louisville.

Kevin Drever is a member of the SPS Investment Committee. For clients who engage SPS as an investment manager, the Investment Committee has overall responsibility for selecting, monitoring, and replacing funds as needed in the plan investment lineups. For clients who engage SPS as an investment advisor, the Investment Committee has overall responsibility for reviewing and monitoring funds in plan investment lineups, supervising the preparation of performance reports and the provision of investment advice to client plans.

Kevin Drever joined Strategic Plan Services, LLC in February 2018 and has over 20 years of industry experience. He has held positions in investment services, relationship management, and participant education during the last 20 years at ADP Retirement Services. For the last 11 years, he has focused on the investment arena. Prior to joining ADP, Kevin worked for the investment firm, Scudder Kemper Investments. Kevin is a FINRA registered representative with ADP Broker-Dealer, Inc. and holds the Series 6 and 63 registrations.

Kevin Drever graduated with a Bachelor of Arts degree in International Relations and Spanish with a Minor in Latin American Studies from Beloit College. Later, he completed a Master of Arts degree in Spanish from Middlebury College. He maintains the designations of Chartered Mutual Fund Counselor, and Chartered Retirement Plans Specialist.

Greg Anderson is a member of the SPS Investment Committee. For clients who engage SPS as an investment manager, the Investment Committee has overall responsibility for selecting, monitoring, and replacing funds in plan investment line-ups. For clients who engage SPS as an investment advisor, the Investment Committee has overall responsibility for reviewing and monitoring funds in plan investment line-ups, and supervising the preparation of performance reports and the provision of investment advice to client plans.

Separately, Greg has over 20 years of experience with ADPRS, where he has held various roles involving activities such as investment reviews, performance reporting and plan pricing evaluations for ADPRS’s plan clients. Greg is also a registered representative with ADP Broker Dealer, Inc. and holds FINRA Series 6 and 63 securities registrations.

Prior to joining ADP, Greg worked for Deutsche Bank / Scudder Investments (DBSI). Greg held multiple positions at DBSI, including with the Closed End Fund group, where he was responsible for providing client with pricing and performance return information on funds managed by DBSI. At DBSI, Greg also provided investment support to the High Net Worth Group, and served separately as an Education Specialist for retirement plan participants. Greg has a Bachelor of Arts degree in Business Marketing from Clarion University of PA. He also earned the Chartered Mutual Fund Counselor SM (CMFC®) designation from The College for Financial Planning.

Kevin Merrow is Chairman of the SPS Investment Committee. For clients who engage SPS as an investment manager, the Investment Committee has overall responsibility for selecting, monitoring, and replacing funds as needed in plan investment line-ups. For clients who engage SPS as an investment advisor, the Investment Committee has overall responsibility for reviewing and monitoring funds in plan investment line-ups, and supervising the preparation of performance reports and the provision of investment advice to client plans.

Kevin has over 18 years of experience in the retirement services industry, most recently with ADP Retirement Services (“ADPRS”), where he provided investment analysis, performance reporting, and pricing support for ADPRS client plans. Prior to joining ADPRS, Kevin worked for AARP Financial as a financial planner, helping AARP members meet their financial goals for retirement. Prior to AARP, Kevin worked for MFS Investment Management in Boston, Massachusetts as a qualified plan representative.

Kevin holds a Bachelor of Science degree in Business Administration with a concentration in Finance from the University of Vermont. Kevin earned and holds the following designations: Certified Financial Planner (CFP®), Chartered Mutual Fund Counselor® (CMFC), and Chartered Retirement Plans Specialist® (CRPS) from The College for Financial Planning. Kevin is a FINRA registered representative with ADP Broker-Dealer, Inc. and holds Series 6 and 63 securities registrations.

Michael Haggerty serves on the SPS Investment Committee. For clients who engage SPS as an investment manager, the Investment Committee has overall responsibility for selecting, monitoring, and replacing funds in plan investment lineups. For clients who engage SPS as an investment advisor, the Investment Committee has overall responsibility for reviewing and monitoring funds in plan investment line-ups, supervising the preparation of performance reports and the provision of investment advice to client plans.

Michael joined ADP Strategic Plan Services, LLC in March 2021 and has been with ADP, Inc. since 2013. He has over 27 years of industry experience and has held various positions in client service, relationship management and investment services throughout his career. Prior to joining ADP, he was employed by Deutsche Asset Management.

Michael is a FINRA registered representative with ADP Broker-Dealer, Inc. and holds his Series 7, 63 and 26 registrations. He graduated from Stonehill College in 1995 with a Bachelor of Arts degree in Psychology. He also maintains the designation of Chartered Retirement Plan Specialist (CRPS).

Phone Number

# of employees - numeric, zip code - numeric, current adp client, we’re excited to speak with you. an sps investment specialist will be in touch soon. if you’d like to talk to us sooner, call 855-583-4407..

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PSM Partners

(312) 940-7830

PSM specializes in strategic IT planning services in Chicago.

The psm step-by-step process:.

psm-technology-services

2 –  Long-term strategic IT planning  that will detail long-term business goals, establish benchmarks and communication plans throughout your organization to ensure that your entire team is on the same page.

3 –  Strategy execution  that ensures you reach your strategic goals through our support systems, responsive monitoring, and flexible strategy adaption.

4 –  Executive coaching & management training that ensures your entire management team is thoroughly trained to enforce and support your new business strategy initiatives through step-by-step learning solutions.

Empowering Various Scales of Businesses

Our strategic IT planning services cater to a diverse spectrum of businesses, encompassing small and medium-sized enterprises, from fledgling startups to well-established ventures that have achieved remarkable success.

We specialize in delivering meticulously crafted growth-oriented business strategy consulting, with a prime focus on strategic IT planning services. Our approach involves direct collaboration with your team to devise, execute, and fine-tune strategies in alignment with your overarching business objectives.

Key Solutions at the Core:

  • Sales Analysis & Planning
  • Marketing Analysis & Planning
  • Operational Analysis & Planning
  • Organizational Analysis & Planning
  • Mergers & Acquisition Integration and Support

Our strategic IT planning services extend to encompass comprehensive sales analysis and planning solutions. These solutions are designed to identify and overcome any obstacles hindering your journey towards sales success.

Our Expertise

Our expertise lies in:

  • Analyzing and enhancing sales processes.
  • Utilizing client, service, and employee sales data for informed decision-making.
  • Developing sales forecasting methods and selecting optimal sales channels according to your business model.

The strategic IT planning services we provide for marketing analysis and planning revolve around cultivating and expanding relationships. We guide you in identifying your points of engagement with the audience and offer insights into nurturing these connections. This approach aims to deepen your existing market presence, break into new markets, and navigate the complexities of multi-channel marketing relationships.

Our primary focus involves evaluating and suggesting improvements in marketing processes. We assess current marketing outcomes to realign activities for improved ROI. Our recommendations encompass initiatives that generate revenue and drive marketing strategies, leading strategic investments.

Our strategic IT planning services for operational and planning solutions scrutinize the health of your existing corporate practices and procedures. This assessment seeks to identify any weaknesses and then assist you in fortifying these operations with flexibility, resilience, and efficiency, enabling you to compete effectively in your market.

Navigating Gap Analysis, Auditing, Process Design, and Development

Our strategic IT planning services encompass organizational analysis and planning, which evaluates your company’s roles and responsibilities holistically. This process establishes guidelines for efficient responsibility allocation, ensuring high employee morale and enhanced productivity. Beyond assembling the right personnel, it’s crucial to position them correctly, fostering the right mindset for both morale and productivity.

We specialize in assessing and recommending organizational structures. This involves potential reorganization or realignment based on strategic objectives and operational requirements. We excel in designing employee performance plans and overseeing their implementation. Additionally, we craft paths for career advancement, refine job descriptions, and create compensation plans.

Our Services in Action

Our strategic IT planning services encompass mergers and acquisition integration and support. We guide you through harmonizing distinct corporate cultures, aligning organizational strategies, streamlining overlapping functions, and preserving team morale during every phase of the process.

Whether you’re engaged in company acquisitions or mergers, the successful integration of two organizations demands careful handling. We dive into areas such as company culture, processes, organizational structure, values, service offerings, and strategy & roadmap.

What sets PSM apart is our seamless integration of strategic IT planning services with our prowess in strategy, talent management, and technology.

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Strategic planning — what it is and how to do it well

Strategic planning guide

It can be difficult to reach your business goals and ambitions, regardless of what preparation you’ve done. But if you have a strategic plan in place, you’ll be more likely to achieve a favorable outcome.

This post will explain the importance of strategic planning, when and how to make a strategic plan, and how to manage it and stay on course. It will allow the audience to move forward with their planning efforts.

Read on to learn:

  • What strategic planning is

Benefits of strategic planning

  • When you should do strategic planning

Steps in strategic planning

  • What strategic management is

Strategic mapping

What is strategic planning.

Strategic planning is the process of defining your business’s direction and outlining a path toward a preferred future. The goal of a strategic plan is to capture an organization’s mission and core principles — to envision the fulfillment of these ideals. Strategic planning is both conceptual and practical, as it presents both high-level goals and specific approaches to achieve them.

A strategic plan needs to answer the following questions:

  • Where are we now?
  • Where are we going?
  • How do we get there?

Strategic planning helps businesses set and maintain a clear vision and ensure they’re moving in the right direction. Once the plan has been put in place, it helps maintain alignment between various stakeholders and teams within your business. This plan can make resource allocation simpler — by determining if certain resources are being used in ways that don’t align with the broader strategic plan.

Running a business without a strategic plan is like planning a vacation with no destination in mind. How will you get there? What do you need to bring with you? The same applies to planning for your business. Strategic planning:

  • Gives a sense of purpose and direction. A strategic plan provides a clear goal and end result so all other business functions can work to get you closer to that outcome. This clarity helps keep employees aligned on their efforts, make better decisions, and work towards a shared goal.
  • Makes you aware of opportunities for success. Tying your plans to strategy helps your organization identify opportunities that you discover along your journey. If you find an opportunity that aligns with your strategy — and desired outcomes — you can more easily adapt to take advantage of the situation.
  • Alerts you to risks to avoid. Part of the strategic planning process is scanning the external environment and competitive landscape, which allows you to identify potential roadblocks you may encounter.
  • Helps you understand what resources you will need. When you have a strategic plan in place, you can more effectively allocate your resources. By aligning resources with strategic goals, businesses can focus on the initiatives, projects, and investments that maximize their ROI.
  • Helps prioritize critical tasks. When deciding which tasks are most important and which can be put on hold, a strategic plan streamlines that decision making. Tasks that don’t contribute to your mission can wait, while mission-critical tasks get prioritized.
  • Fosters teamwork and communication. Without a strategic plan, team members can feel isolated and siloed. However, when that strategic plan is clearly communicated to everyone, your team will feel more connected as they work towards a common goal.
  • Increases motivation. And when your team understands the desired outcomes and bigger goals behind their daily tasks, they’ll be more motivated to do high-quality work in a timely manner.
  • Helps measure and evaluate results. Because you’ve likely identified key performance indicators (KPIs) in your planning process, you’ll have an easier time tracking your progress. When you measure your progress, you can more easily identify areas for improvement and make changes on the fly.

When should you do strategic planning?

When and how often your business does strategic planning depends on the size and stage of your company, the speed of your business, and the scope of the projects you’re working on. Strategic planning should not be a one-time event. It should be an iterative process with continuous monitoring, evaluation, and adjustment.

If you’re a new business, you’ll want to create a business plan first, before you move into strategic planning. Once your business is established you can then set a strategic plan to outline your goals and manage your business’s strategic direction. For planning more short-term projects, use a project plan .

Once you’ve created a strategic plan, you should review it regularly — quarterly and yearly, for example — to make sure it is still aligned with your business’s goals and industry landscape. Generally, you should create a new strategic plan every 3–5 years. However, newer or faster-moving companies may need to create a new strategic plan every 1–2 years. Another scenario when you should rework your strategic plan is when you’re preparing to make a major pivot in your business.

How to write a strategic plan for a project

Learn how to write a strategic plan, why you need to create one, and the topics it should cover.

Steps in strategic planning

While every strategic plan might look a little different depending on the organization, industry, and other context, there is still a general outline of the process that you can follow to get you started.

Before you get started, there are a few preliminary steps you can take to make sure your planning process goes smoothly. You need to decide who is involved in the process and what documentation they’ll need. You’ll also want to revisit your company’s vision and mission statements which define where your business is aiming to go.

These are the steps you can take to create a strategic plan for your business:

1. Identify and assess your current position

To understand where you’re headed, you first need to look at where you are now. I n this stage you should:

  • Collect customer and employee feedback to understand what is working well for you and what could use improvement.
  • Perform a needs assessment or SWOT analysis to understand more about the current state of your business.
  • Assess your available resources so you can understand what you have enough of and what you may need to reach your goals.

2. Set goals

Next, you can set goals that you’d like your business to achieve over the short and long term. It’s important to choose goals that align with your company mission and vision. You can use marketing and sales forecasts to give you an idea of what types of goals are realistic. In this phase you’ll also want to prioritize the goals you set — so you know which to choose if conflicts arise.

When setting goals, remember to set SMART goals that are specific, measurable, attainable, relevant, and time bound.

3. Develop your plan

In this phase it’s time to put your plan together and map out a project roadmap. This is where your plan becomes clearer both to your planning committee and to your team members who will execute based on the plan.

You want to make sure that your plan is achievable with your current resources — so that you aren’t setting yourself up for failure. You’ll also want to set measurable milestones so you can track your progress along the way. You also need to set KPIs so you have objective numbers to determine if you’re heading in the right direction.

When developing your plan, you should make sure that any short-term action items align with long-term goals. And finally, you’ll need to get approval from leadership and stakeholders.

4. Implement your plan

Now that you’ve created your strategic plan it’s time to act. In fact, the first step of implementation is creating a strategic action plan. Your action plan will outline the specific tactics you’ll use to execute your strategic plan.

In this phase, you’ll also assign tasks to your team members so everyone knows what they are responsible for and what they will be contributing to your mission. It’s important to distribute and communicate your plan across your organization. This helps encourage transparency and will drive buy-in from everyone on your team.

As you are executing on your plan, you should rely on metrics and KPIs to track your performance.

5. Revise your plan as necessary

Next, you’ll want to revise your plan as you encounter roadblocks or market changes. Even the best strategic plans will change as you gather more data or feedback. Using tools — like a project management solution — can help you monitor the progress your team is making. You should schedule periodic evaluations to see which parts of the plan are going well and which need to be revised or reevaluated.

You can conduct reviews on a quarterly basis, so you have information at the end of the year to revise your plan if needed. Even if things are going well, you should make minor adjustments every year to keep your teams aligned and your strategy up to date. Any major revisions you make will require a new planning process — because a major adjustment could derail the rest of your strategic plan.

What is strategic management?

Strategic management is the process of formulating, implementing, and evaluating strategies to achieve the larger goals and objectives of an organization. It can sometimes be used interchangeably with the term strategic planning — but within strategic planning, strategic management means managing the plan being put into action.

Part of strategic management is being adaptive and adjusting to headwinds or organizational changes. You’ll also need to maintain a strong team culture, so your plan stays on track and team members stay engaged.

There are several models that strategic management can follow. Each takes a different approach to the management process, and how it solves problems that may arise.

One of these frameworks is the balanced scorecard method. This method looks at the strategic measures of a business beyond just financial metrics to get a more “balanced” look at performance. The phrase “balanced scorecard” refers to the management report that leaders may use to drive decision making within the business, since this approach looks at more than just numbers, it provides a more wholistic view of a business.

A strategic map is a visual representation of a business’s strategic objectives and their cause-and-effect relationships between each objective. This diagram helps visualize the strategic plan and understand which tasks are dependent on others. This map should be drawn during the development of the strategic plan to get a better understanding of how things should get done and in what order.

Strategic mapping can turn complex strategic plans into easily understandable visual representations. These can be helpful tools for communicating your strategy more clearly to team members and stakeholders within your organization. Strategic maps also help organizations identify success factors, prioritize initiatives, allocate resources, and monitor progress.

A strategic map can be designed in several ways, but needs to address the four main facets of business:

Strategic mapping

  • Financial. This section of the map should identify how the strategy helps meet the financial goals of the business.
  • Customer. This section should address the benefits that the customer will see from the specific strategy.
  • Internal business processes (IBPs). This section shares the benefits of the strategy to the processes of the business and their efficiency.
  • Learning and growth. This section will address how the business’s capabilities and knowledge will improve by using a given strategy.

Getting started with strategic planning

Strategic planning is a helpful tool for aligning everyone in your organization with your objectives and long-term goals. It can also help you gain a better understanding of your place in the market and how you can improve your business outcomes.

When you’re ready to get started, assemble your leadership team, draft your mission and vision statements, and begin by assessing the current state of your business. But you can’t get the most out of your strategic plan without a platform to drive the process forward.

That’s where Adobe Workfront can help. Workfront is an enterprise work management tool that connects work to strategy and drives better collaboration to deliver measurable business outcomes. It integrates people, data, processes, and technology across an organization so you can manage the entire lifecycle of projects from start to finish. By centralizing digital projects, cross-functional teams can connect, collaborate, and execute from anywhere to help them do their best work.

Take a product tour or watch an overview video to see how Workfront can help you execute on your strategic plan to improve your business outcomes.

https://business.adobe.com/blog/perspectives/workfront-and-the-employee-experience

https://business.adobe.com/blog/perspectives/get-the-most-out-of-workfront-discovery-by-avoiding-common-challenges

https://business.adobe.com/blog/basics/annual-planning

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Strategic planning services.

Entrepreneurs, executives, and leadership teams are charged with the responsibility of ensuring the future growth and viability of their organization. Their leadership is necessary to identify direction, set goals, determine priorities, quantify growth, build and strengthen core competencies, and craft initiatives that will measurably move the organization to the next level of performance.

Our consulting experience which spans a wide range of industries enables us to design and facilitate a strategic process that suits your culture, planning experience, and desired outcomes.

Read a client testimonial  of Concord’s strategic planning services.

Strategic Planning Process

The ability to set and implement business strategy is the key skill of leadership – it determines everything else that happens within the organization. Leaders must learn the key elements of strategic thinking and strategic planning for both themselves and their organization: how to determine key strategic objectives, how to plan, and how to organize resources to achieve objectives.

Strategic planning is a process that extracts out of the minds of people who run the organization their best thinking about what is happening in the business, what is happening in the environment, and how to position the organization in view of those variables. This then helps them to make vital choices, such as which products or services to pursue and not to pursue, which markets to seek and not to seek, and which customers to offer and not to offer our products or services to. It enables management to position the organization in order to survive and prosper within a constantly changing environment.

Any organization, through its leaders, can become more skilled at planning for both the expected and unexpected by implementing a strategic planning and management process that includes the following:

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“The strategic planning kick-off event and process interview sessions with the Board of Trustees and stakeholders last week were excellent, and we are looking forward to a stellar product.”

– Board Member, Non-Profit Organization

If You Fail to Plan, You Plan to Fail

Do you ever feel like you are working so hard to execute day-to-day operations that you don’t have any time to stop and assess whether you are working hard on the right things? Do you keep running into the same recurring problems because you haven’t charted a new course to avoid them? Are you worried that if you don’t get a handle on strategy now, you will pay for it later?

You are not alone. Many clients come to us with a common desire — they know they need to strategically plan to achieve long-term success. They want to leverage benefits that come from effective strategic planning such as:

  • Increased organizational sustainability and continuity
  • Clarity about leadership misalignments that may be hurting the organization
  • Growth from clearly identified market opportunities
  • Informed decision-making based on analytics
  • The ability to pinpoint ineffective processes and tactics and reengineer how things get done

But they also often share a common problem — many leaders do not have the bandwidth, know-how, or buy-in to effectively execute strategic planning themselves.

We Guide You Step-By-Step Through Proven Strategic Planning Processes

Sometimes it takes a trusted outside partner who knows the right questions to ask and the complexities involved in market forces and team dynamics to facilitate truly productive strategy sessions. We are that trusted partner with proven experience guiding clients as large as the U.S. Army to as small as local non-profits step-by-step through strategic planning processes to help clients:

  • Accurately assess where you are
  • Thoroughly envision where you want to be
  • Realistically strategize how to get there

Achieving Organizational Excellence Through Strong Strategy

At HigherEchelon, we believe in playing to win and helping our clients chart a strategic path to your vision of victory. We bring together a range of tools to ensure you are not only doing things right but doing the right things. We know that successful strategies are not just about problem-solving – but more importantly, about problem-framing, and about devising the right action plan that will inform movements on the micro and macro levels.

It All Begins with Vision, Mission, and Values

Effective strategy is like a bridge that allows you to move from a starting point (where you are now) to where you want to be (your mission and aspirational vision) through a journey marked by guideposts (means & methods) and supported by a strong foundation (your values). Often, organizations fail in their strategic planning efforts because they focus only on improving means and methods without thoroughly charting out the vision, mission, and values. This is ill-advised and like building a shaky bridge without knowing where it will lead or if you have enough materials to finish the job.

We ensure you do not skip over these crucial areas, while working with all stakeholders to foster buy-in, collaboration, and fruitful discussion. When difficult discussions are necessary, we provide professional conflict management to leverage disagreement as an opportunity for organizations to grow stronger and pull in the same direction.

We Offer Customized Human Capital Services and Tailored Strategic Planning Solutions

Every organization has unique goals and needs and we pride ourselves on custom – not canned – services that help you win. Strategic plans are not useful unless there is also an operating plan to drive results short and mid-term. HigherEchelon’s practitioners incorporate both in a multi-phased approach so clients have a long-term plan along with short-term actionable projects that will drive results and achieve desired outcomes.

STRATEGIC PLAN

A tool that provides guidance in fulfilling an organization’s mission or achieving a goal with maximum efficiency and impact. Effective strategic plans articulate specific business goals and describe the action steps and resources needed to accomplish them. As a rule, most strategic plans should be reviewed and revamped every three to five years.

OPERATING PLAN

A coordinated set of tasks for carrying out the critical goals delineated in the strategic plan. The plan goes into greater detail than the strategic plan, spelling out time frames and the roles of individual staff, executive team, and board members, for example. It also has a shorter horizon than a strategic plan — usually one fiscal year.

Case Study: Typical Strategic Planning Engagement for Non-Profits

Engagements vary based on industry type and organizational needs. Below is an example of a typical strategic planning engagement for non-profits:

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Amplify Strategic Outcomes with Sustained Support

Once we guide you through the strategic planning journey, you will have a solid set of tools to execute your vision and reach your goals. Our partnership does not have to end there — we recommend follow on support including Executive Coaching , High Performance Training , Organizational Change Management and Corporate Team Building to amplify your outcomes.

Contact HigherEchelon for Effective Strategic Planning Services

Your journey begins with a complimentary discovery call where we learn about YOU and your goals. Fill out the form below or contact HigherEchelon at [email protected] or (866) 488-9228.

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Strategic Planning Services

Position your business for growth and profitability with strategic planning that leads to action and accountability.

A strategic planning consultant with a focus on execution.

Too many strategic plans fail. Sometimes it’s because they’re incomplete. Or they fail to begin with a true understanding of the business. But most often, it’s in the execution—or the lack of it.

That’s why strategic planning services from Journey Consulting are different. We’ll help you not only see the big picture, but understand the details, and carefully plan out how best to follow through on your strategy.

And we’ll check in with your team every 90 days to ensure accountability, make adjustments and stay focused on execution.

With Journey’s strategic planning services, you’ll come through the process with alignment on a strategic action plan and a clear roadmap for bringing your business goals from paper into reality.

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During the first 5-year plan, we successfully navigated a 30% growth in revenue while maintaining our target net margin.

"Prior to working with Jayne and Journey Consulting, we were a successful company with a tenure and growth problem. Journey Consulting helped us to understand not only the magnitude of the problems but also the potential the company had i f we addressed them successfully.

Journey’s team helped us develop a 5-year plan to address the issues and to plan for sustainable, successful growth – as a business and as a management team.   

I can confidently recommend Journey Consulting as a great partner to help you examine, identify, and plan for the growth of your business. As an owner, working with Journey can help give you peace of mind about the business running itself so you can focus on opportunities and the future for the business."  

- Tim Van Wyk, President of Appleton Lathing Corporation

How our strategic planning services work.

Our team will help you take a close look at your strategy, sales, operations, organizational structure and financial performance. Then, within a structured strategic planning workshop, we’ll work with you to:

Develop a vision, mission, and core values to guide the strategy and culture

Identify your current business model

Assess strengths, weaknesses, core issues and opportunities

Develop a future-state business model that forms the basis of your strategic plan

Create a strategic action plan, broken into 90-day sprints, to ensure execution on the plan

Many strategic planning consultants will help create a solid strategy. But the key to long-term profitability and success is how you execute on the plan. That’s what strategic planning services from Journey Consulting will help you achieve—an expert strategy with focused and accountable execution.

Are you looking for an experienced strategic planning advisor who delivers results?

Schedule yo ur free in itial consultation today to learn how journey can help you build an actionable and accountable business strategy , prefer email we look forward to hearing from you.

Strategic Planning Services, LLC

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Service Strategies

Service and Support Consulting, Training and Certification

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  • Strategic Planning

Develop a Clear Strategy for Your Technology Service and Support Operation

We help industry leading service and support operations set their strategic goals, improve operational efficiency and drive world class levels of performance, while improving customer satisfaction and loyalty.

Our proven strategic planning methods leverage input from key decision makers within the organization, interviews with individual contributors and discussions with key customers to develop the strategic plan and align organizational objectives for maximum business results. In addition, we will align the strategy with customer service industry standards and best practices to ensure your success.

Our team of executive level service professionals, each has over twenty years of industry experience covering Support, eService, Field Service and Professional Service operations. Our consultants are experts at helping your organization manage the rapid change and complexities inherent to technology service operations. They have spent their careers running service and support operations and solving the complex problems that challenge the industry.

Support Strategy Development

Service Strategies can help you create a comprehensive strategic plan, KPIs and goals to lead your organization to the next level of performance. The plan will provide a three to five year roadmap to guide your organizational development and help eliminate the chaos that can result from poor planning.

The customer service strategic plan will allow you to prepare for and implement the strategies and tactics necessary to achieve your organizational goals and objectives.

Our strategic planning process will take into consideration a number of critical factors associated with the service business including:

  • Market conditions that impact growth and service demand
  • The  state of the organization, performance gaps and areas for improvement
  • Service level targets necessary to meet customer satisfaction goals
  • Resource requirements to meet projected service demand
  • Staff training and development initiatives
  • A review of the Service offering portfolio
  • Service tools and systems to enhance efficiency and productivity
  • The financial plan for the organization

Our Approach Service Strategies consultants will facilitate meetings, conduct research, identify requirements and gather the necessary data to develop the strategic plan for the service operation. We also create the planning documents and provide an executive presentation to communicate the strategy to senior management and the staff.

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Organizational Design

Service Strategies can help you design or redesign your service and support organization for maximum efficiency. We will evaluate the current organizational structure, interview key management personnel and determine if the current functional structure is aligned to meet your future strategic objectives.

Our Approach Service Strategies’ consultants will conduct a high level assessment and provide a report outlining our recommendations for restructuring the organization. We will also provide an implementation plan that will help you:

  • Streamline the Organization Structure
  • Define Span of Control and Accountability
  • Develop Measurable Management Objectives
  • Create Key Performance Indicators and Scorecards
  • Implement Incentive Compensation and Reward Plans
  • Assist in Developing Management Position Descriptions
  • Assist in Defining Management Skills and Training Requirements

In conjunction with the organizational re-alignment, processes and operating procedures are examined to determine if they are enabling the organization to deliver the most efficient service at the right level of quality to customers.

Service Program Design

Service Strategies can help you design an effective set of value added  Service Offerings and Programs to meet your clients needs and generate revenues for the company. Gone are the days of the one-size-fits-all service program. Companies must understand the service requirements important to their customers and a set of programs that deliver real value.

Service Strategies consultants can help segment your client base to better understand their unique service requirements. Segmentation will help determine customer requirements based on size, market segment, industry and other factors that will allow you to tailor your new service offerings and programs directly to the needs of each segment. In addition, we will evaluate your current delivery capability, identify gaps and make recommendations to ensure you are fully prepared to deliver the new offerings effectively.

Our Approach Service Strategies will examine the fundamental service requirements important to your customers and help you design and implement a set of offerings and programs to meet their needs. We will examine response and resolution commitments, delivery requirements, value added components and the economics associated with delivering the offerings, based on your market segment. Our approach includes a number of steps including:

  • Develop customer segmentation strategies for the design of new service offerings
  • Interview customers from each segment to validate their service requirements
  • Assess the capability of the organization to deliver the new service offerings
  • Identify gaps in delivery capabilities and make recommendations to close them
  • Design new service programs with marketing involvement
  • Create pricing models for the new programs and offerings
  • Help develop the service infrastructure to deliver new service programs
  • Assist in developing and delivering sales training
  • Assist in launching the new service programs
  • Monitor client acceptance and satisfaction
  • Review service revenue growth and costs

Service Strategies will deliver a comprehensive analysis and customer segmentation strategy, along with a proposed set of service offerings and programs. In addition, we will provide an assessment of delivery capabilities, identify gaps and provide improvement recommendations to ensure your organization is ready to deliver the new offerings effectively.

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Are your global clients receiving the same quality of service in all international regions? Does your infrastructure enable you to deliver the most cost effective service and support across the globe utilizing staff and technology in the most efficient manner? Service Strategies can help you answer these questions and assist in designing a global service model that will maximize the efficiency of your operations.

Service Strategies has helped industry leading technology companies implement a variety of global service models. These include  Follow the Sun, Centralized Global Support and  Hybrid Global Support models. Each of these models can be implemented using captive employees or by levering delivery partners around the globe. While each model has its challenges, Service Strategies can help your organization determine which will be the most efficient and effective at serving your global client base.

Our Approach Service Strategies’ consultants have the international experience and expertise to help you optimize the capability of your global service and support operation. We have helped industry leading technology companies totally restructure their international service operations into a more efficient cost effective global service delivery engine. We conduct a thorough review of your global service operation including:

  • Assessment of global service capabilities through international site visits
  • Review of the corporate structure and service objectives
  • Review of customer satisfaction levels for all international regions
  • Review of the global technology infrastructure
  • Review of the financial requirements to deliver global services
  • Review of service offerings and customer segmentation
  • Examine skill requirements and resource management issues
  • Examine the interfaces into regional sales organizations
  • Compare performance to industry best practices

Service Strategies’ strategic planning process will deliver a comprehensive analysis of the performance of the current service model in a SWOT (Strength, Weakness, Opportunities and Threats) format. In addition, we will provide improvement recommendations, suggest an optimum global service model for your organization and offer follow on service to help implement changes.

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Strategy consulting

EY-Parthenon professionals recognize that CEOs and business leaders are tasked with achieving maximum value for their organizations’ stakeholders in this transformative age. We challenge assumptions to design and deliver strategies that help improve profitability and long-term value.

Barak Ravid

Barak Ravid

EY-Parthenon Americas Leader

Sonal Bhatia

Sonal Bhatia

Americas EY-Parthenon Transaction Strategy & Execution Leader

Chris Librizzi

Chris Librizzi

EY-Parthenon Americas Strategy Leader

Strategies for successful corporate separations

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What EY-Parthenon strategy consulting can do for you

Leading companies are taking big, transformative steps, redefining their purpose, embarking on end-to-end digital transformations and learning how to achieve disruptive innovation in a rapidly shifting market environment.

We have the breadth of perspectives and depth of experience to provide strategic advice to help achieve optimal — and sustainable — results.

We create a custom approach tailored to each client’s unique situation and bring extensive business and sector experience with tested analytical techniques. As experienced advisors to the C-suite, EY-Parthenon helps you answer:

  • How can I seize growth opportunities and competitive advantage?
  • What are the appropriate revenue, profitability and sustainability targets for my business?
  • How can I better anticipate and adapt to digital transformation?
  • Can I use an M&A strategy as an accelerant to achieve profitable growth goals?
  • When is a divestiture best for my long-term value?
  • How can I build and secure liquidity, managing the impact of disruption between finance and operations?
  • How can I win the competition for capital?

Corporate and growth strategy

We advise clients on developing strategic opportunities by providing in-depth market, competitor and customer insights. We then help them implement their strategic plans by leveraging financial and operational perspectives across their organization. Our corporate and growth strategy capabilities include:

  • Corporate and BU strategy
  • Purpose-led strategy and long-term value
  • Business model reinvention
  • Portfolio strategy
  • New market entry opportunities
  • Digital transformation strategy
  • Go-to-market strategy

Transaction strategy and execution

We help our clients realize their full potential through fast-tracked, better-informed decisions across the whole investment life cycle, from strategy through exit. Our transaction strategy capabilities include:

  • Operational and IT diligence
  • Commercial diligence (buy-side)
  • Vendor due diligence (sell-side)
  • Integration strategy planning and execution
  • Divestiture strategy planning and execution
  • Value realization and tracking
  • Operational and IT separation

Learn more about EY-Parthenon’s transaction strategy capabilities

Restructuring and turnaround strategy

Whether a business is in crisis or is simply facing an operational challenge, our team is experienced in helping management teams identify and prioritize the most critical issues, stabilize the business, establish a leadership and stakeholder consensus around the solution, and deliver tangible results quickly.

Learn more about EY-Parthenon’s restructuring and turnaround strategies

Digital strategy consulting

EY-Parthenon professionals design and help deliver digital business strategy. We provide clients with distinct, innovative, sustainable, data-driven services to help fuel future growth, optimize current digital competencies and accelerate digital and business transformation.

Learn more about EY-Parthenon's digital strategy consulting capabilities

How EY-Parthenon can help

Sustainability and esg strategy services.

EY teams can help you create long-term sustainability and ESG value through strategy, M&A, capital allocation, ESG due diligence and portfolio optimization.

EY-Parthenon teams help develop and deliver strategic opportunities for clients by providing in-depth market, competitor and customer insight — incorporating financial, operational and implementation perspectives across their entire organization.

EY-Parthenon teams can support you with the development, evaluation and end-to-end execution of your transaction strategy. We deliver operational due diligence, deal management, functional support (e.g. IT, Finance) and value creation advice and support. We advise our clients early to navigate transaction risk and increase value, from deal inception, to execution, and then driving toward longer-term transformation.

The COVID-19 pandemic will require many organizations to significantly reshape their strategy. The next wave of strategic change must focus on financial and business restructuring or a turnaround strategy that can be implemented with speed and certainty. We provide trusted leadership in urgent, critical and complex situations to transform, create, preserve and recover value.

Full Potential Paradigm™

Is your organization’s strategy optimized for reaching its revenue and margin full potential? While there is no panacea to achieving success, EY-Parthenon’s proprietary diagnostic framework, the Full Potential Paradigm, can help lead you on the path to a strong strategy.

Corporate finance consulting

Our corporate finance consultants help corporates, private equity, governments, sovereign wealth funds, private and family businesses, and educational institutions with their key financial issues.

Geostrategic Business Group

Political risks are creating both challenges and opportunities for global organizations, creating an imperative to develop more strategic approaches to managing political risk. The Geostrategic Business Group helps companies to do this by translating geopolitical insights into business strategy.

Venture Building

We focus on strategies to originate, build, and scale corporate ventures and reimagine your core business for growth.

Divestment strategy: sell and separate

Portfolio management via divesting can help improve value from carve-out, spin-off or JV.

Software strategy consulting

EY-Parthenon Software Strategy Consulting helps clients make smarter software investments.

Commercial strategy consulting

EY-Parthenon helps companies realize enterprise growth, improve profitability, and extend customer and shareholder value.

Industry strategy

EY-Parthenon industry strategy professionals help organizations consider a broader set of stakeholders when defining their purpose, setting their strategy, transforming their business, and measuring and reporting the value they create.

CEO of Ouronyx on transforming people power into strategic advantage

“Strategy without people will never come to life.” Learn how CEO Ida Banek empowers employees.

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EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients. For more information about our organization, please visit ey.com.

EY-Parthenon is a brand under which a number of EY member firms across the globe provide strategy consulting services.

EY | Assurance | Tax | Transactions | Advisory

EY is a global leader in assurance, tax, transaction and advisory services. The insights and quality services we deliver help build trust and confidence in the capital markets and in economies the world over. We develop outstanding leaders who team to deliver on our promises to all of our stakeholders. In so doing, we play a critical role in building a better working world for our people, for our clients and for our communities.

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This material has been prepared for general informational purposes only and is not intended to be relied upon as accounting, tax, or other professional advice. Please refer to your advisors for specific advice.

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