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What is strategic planning? A 5-step guide

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Strategic planning is a process through which business leaders map out their vision for their organization’s growth and how they’re going to get there. In this article, we'll guide you through the strategic planning process, including why it's important, the benefits and best practices, and five steps to get you from beginning to end.

Strategic planning is a process through which business leaders map out their vision for their organization’s growth and how they’re going to get there. The strategic planning process informs your organization’s decisions, growth, and goals.

Strategic planning helps you clearly define your company’s long-term objectives—and maps how your short-term goals and work will help you achieve them. This, in turn, gives you a clear sense of where your organization is going and allows you to ensure your teams are working on projects that make the most impact. Think of it this way—if your goals and objectives are your destination on a map, your strategic plan is your navigation system.

In this article, we walk you through the 5-step strategic planning process and show you how to get started developing your own strategic plan.

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What is strategic planning?

Strategic planning is a business process that helps you define and share the direction your company will take in the next three to five years. During the strategic planning process, stakeholders review and define the organization’s mission and goals, conduct competitive assessments, and identify company goals and objectives. The product of the planning cycle is a strategic plan, which is shared throughout the company.

What is a strategic plan?

[inline illustration] Strategic plan elements (infographic)

A strategic plan is the end result of the strategic planning process. At its most basic, it’s a tool used to define your organization’s goals and what actions you’ll take to achieve them.

Typically, your strategic plan should include: 

Your company’s mission statement

Your organizational goals, including your long-term goals and short-term, yearly objectives

Any plan of action, tactics, or approaches you plan to take to meet those goals

What are the benefits of strategic planning?

Strategic planning can help with goal setting and decision-making by allowing you to map out how your company will move toward your organization’s vision and mission statements in the next three to five years. Let’s circle back to our map metaphor. If you think of your company trajectory as a line on a map, a strategic plan can help you better quantify how you’ll get from point A (where you are now) to point B (where you want to be in a few years).

When you create and share a clear strategic plan with your team, you can:

Build a strong organizational culture by clearly defining and aligning on your organization’s mission, vision, and goals.

Align everyone around a shared purpose and ensure all departments and teams are working toward a common objective.

Proactively set objectives to help you get where you want to go and achieve desired outcomes.

Promote a long-term vision for your company rather than focusing primarily on short-term gains.

Ensure resources are allocated around the most high-impact priorities.

Define long-term goals and set shorter-term goals to support them.

Assess your current situation and identify any opportunities—or threats—allowing your organization to mitigate potential risks.

Create a proactive business culture that enables your organization to respond more swiftly to emerging market changes and opportunities.

What are the 5 steps in strategic planning?

The strategic planning process involves a structured methodology that guides the organization from vision to implementation. The strategic planning process starts with assembling a small, dedicated team of key strategic planners—typically five to 10 members—who will form the strategic planning, or management, committee. This team is responsible for gathering crucial information, guiding the development of the plan, and overseeing strategy execution.

Once you’ve established your management committee, you can get to work on the planning process. 

Step 1: Assess your current business strategy and business environment

Before you can define where you’re going, you first need to define where you are. Understanding the external environment, including market trends and competitive landscape, is crucial in the initial assessment phase of strategic planning.

To do this, your management committee should collect a variety of information from additional stakeholders, like employees and customers. In particular, plan to gather:

Relevant industry and market data to inform any market opportunities, as well as any potential upcoming threats in the near future.

Customer insights to understand what your customers want from your company—like product improvements or additional services.

Employee feedback that needs to be addressed—whether about the product, business practices, or the day-to-day company culture.

Consider different types of strategic planning tools and analytical techniques to gather this information, such as:

A balanced scorecard to help you evaluate four major elements of a business: learning and growth, business processes, customer satisfaction, and financial performance.

A SWOT analysis to help you assess both current and future potential for the business (you’ll return to this analysis periodically during the strategic planning process). 

To fill out each letter in the SWOT acronym, your management committee will answer a series of questions:

What does your organization currently do well?

What separates you from your competitors?

What are your most valuable internal resources?

What tangible assets do you have?

What is your biggest strength? 

Weaknesses:

What does your organization do poorly?

What do you currently lack (whether that’s a product, resource, or process)?

What do your competitors do better than you?

What, if any, limitations are holding your organization back?

What processes or products need improvement? 

Opportunities:

What opportunities does your organization have?

How can you leverage your unique company strengths?

Are there any trends that you can take advantage of?

How can you capitalize on marketing or press opportunities?

Is there an emerging need for your product or service? 

What emerging competitors should you keep an eye on?

Are there any weaknesses that expose your organization to risk?

Have you or could you experience negative press that could reduce market share?

Is there a chance of changing customer attitudes towards your company? 

Step 2: Identify your company’s goals and objectives

To begin strategy development, take into account your current position, which is where you are now. Then, draw inspiration from your vision, mission, and current position to identify and define your goals—these are your final destination. 

To develop your strategy, you’re essentially pulling out your compass and asking, “Where are we going next?” “What’s the ideal future state of this company?” This can help you figure out which path you need to take to get there.

During this phase of the planning process, take inspiration from important company documents, such as:

Your mission statement, to understand how you can continue moving towards your organization’s core purpose.

Your vision statement, to clarify how your strategic plan fits into your long-term vision.

Your company values, to guide you towards what matters most towards your company.

Your competitive advantages, to understand what unique benefit you offer to the market.

Your long-term goals, to track where you want to be in five or 10 years.

Your financial forecast and projection, to understand where you expect your financials to be in the next three years, what your expected cash flow is, and what new opportunities you will likely be able to invest in.

Step 3: Develop your strategic plan and determine performance metrics

Now that you understand where you are and where you want to go, it’s time to put pen to paper. Take your current business position and strategy into account, as well as your organization’s goals and objectives, and build out a strategic plan for the next three to five years. Keep in mind that even though you’re creating a long-term plan, parts of your plan should be created or revisited as the quarters and years go on.

As you build your strategic plan, you should define:

Company priorities for the next three to five years, based on your SWOT analysis and strategy.

Yearly objectives for the first year. You don’t need to define your objectives for every year of the strategic plan. As the years go on, create new yearly objectives that connect back to your overall strategic goals . 

Related key results and KPIs. Some of these should be set by the management committee, and some should be set by specific teams that are closer to the work. Make sure your key results and KPIs are measurable and actionable. These KPIs will help you track progress and ensure you’re moving in the right direction.

Budget for the next year or few years. This should be based on your financial forecast as well as your direction. Do you need to spend aggressively to develop your product? Build your team? Make a dent with marketing? Clarify your most important initiatives and how you’ll budget for those.

A high-level project roadmap . A project roadmap is a tool in project management that helps you visualize the timeline of a complex initiative, but you can also create a very high-level project roadmap for your strategic plan. Outline what you expect to be working on in certain quarters or years to make the plan more actionable and understandable.

Step 4: Implement and share your plan

Now it’s time to put your plan into action. Strategy implementation involves clear communication across your entire organization to make sure everyone knows their responsibilities and how to measure the plan’s success. 

Make sure your team (especially senior leadership) has access to the strategic plan, so they can understand how their work contributes to company priorities and the overall strategy map. We recommend sharing your plan in the same tool you use to manage and track work, so you can more easily connect high-level objectives to daily work. If you don’t already, consider using a work management platform .  

A few tips to make sure your plan will be executed without a hitch: 

Communicate clearly to your entire organization throughout the implementation process, to ensure all team members understand the strategic plan and how to implement it effectively. 

Define what “success” looks like by mapping your strategic plan to key performance indicators.

Ensure that the actions outlined in the strategic plan are integrated into the daily operations of the organization, so that every team member's daily activities are aligned with the broader strategic objectives.

Utilize tools and software—like a work management platform—that can aid in implementing and tracking the progress of your plan.

Regularly monitor and share the progress of the strategic plan with the entire organization, to keep everyone informed and reinforce the importance of the plan.

Establish regular check-ins to monitor the progress of your strategic plan and make adjustments as needed. 

Step 5: Revise and restructure as needed

Once you’ve created and implemented your new strategic framework, the final step of the planning process is to monitor and manage your plan.

Remember, your strategic plan isn’t set in stone. You’ll need to revisit and update the plan if your company changes directions or makes new investments. As new market opportunities and threats come up, you’ll likely want to tweak your strategic plan. Make sure to review your plan regularly—meaning quarterly and annually—to ensure it’s still aligned with your organization’s vision and goals.

Keep in mind that your plan won’t last forever, even if you do update it frequently. A successful strategic plan evolves with your company’s long-term goals. When you’ve achieved most of your strategic goals, or if your strategy has evolved significantly since you first made your plan, it might be time to create a new one.

Build a smarter strategic plan with a work management platform

To turn your company strategy into a plan—and ultimately, impact—make sure you’re proactively connecting company objectives to daily work. When you can clarify this connection, you’re giving your team members the context they need to get their best work done. 

A work management platform plays a pivotal role in this process. It acts as a central hub for your strategic plan, ensuring that every task and project is directly tied to your broader company goals. This alignment is crucial for visibility and coordination, allowing team members to see how their individual efforts contribute to the company’s success. 

By leveraging such a platform, you not only streamline workflow and enhance team productivity but also align every action with your strategic objectives—allowing teams to drive greater impact and helping your company move toward goals more effectively. 

Strategic planning FAQs

Still have questions about strategic planning? We have answers.

Why do I need a strategic plan?

A strategic plan is one of many tools you can use to plan and hit your goals. It helps map out strategic objectives and growth metrics that will help your company be successful.

When should I create a strategic plan?

You should aim to create a strategic plan every three to five years, depending on your organization’s growth speed.

Since the point of a strategic plan is to map out your long-term goals and how you’ll get there, you should create a strategic plan when you’ve met most or all of them. You should also create a strategic plan any time you’re going to make a large pivot in your organization’s mission or enter new markets. 

What is a strategic planning template?

A strategic planning template is a tool organizations can use to map out their strategic plan and track progress. Typically, a strategic planning template houses all the components needed to build out a strategic plan, including your company’s vision and mission statements, information from any competitive analyses or SWOT assessments, and relevant KPIs.

What’s the difference between a strategic plan vs. business plan?

A business plan can help you document your strategy as you’re getting started so every team member is on the same page about your core business priorities and goals. This tool can help you document and share your strategy with key investors or stakeholders as you get your business up and running.

You should create a business plan when you’re: 

Just starting your business

Significantly restructuring your business

If your business is already established, you should create a strategic plan instead of a business plan. Even if you’re working at a relatively young company, your strategic plan can build on your business plan to help you move in the right direction. During the strategic planning process, you’ll draw from a lot of the fundamental business elements you built early on to establish your strategy for the next three to five years.

What’s the difference between a strategic plan vs. mission and vision statements?

Your strategic plan, mission statement, and vision statements are all closely connected. In fact, during the strategic planning process, you will take inspiration from your mission and vision statements in order to build out your strategic plan.

Simply put: 

A mission statement summarizes your company’s purpose.

A vision statement broadly explains how you’ll reach your company’s purpose.

A strategic plan pulls in inspiration from your mission and vision statements and outlines what actions you’re going to take to move in the right direction. 

For example, if your company produces pet safety equipment, here’s how your mission statement, vision statement, and strategic plan might shake out:

Mission statement: “To ensure the safety of the world’s animals.” 

Vision statement: “To create pet safety and tracking products that are effortless to use.” 

Your strategic plan would outline the steps you’re going to take in the next few years to bring your company closer to your mission and vision. For example, you develop a new pet tracking smart collar or improve the microchipping experience for pet owners. 

What’s the difference between a strategic plan vs. company objectives?

Company objectives are broad goals. You should set these on a yearly or quarterly basis (if your organization moves quickly). These objectives give your team a clear sense of what you intend to accomplish for a set period of time. 

Your strategic plan is more forward-thinking than your company goals, and it should cover more than one year of work. Think of it this way: your company objectives will move the needle towards your overall strategy—but your strategic plan should be bigger than company objectives because it spans multiple years.

What’s the difference between a strategic plan vs. a business case?

A business case is a document to help you pitch a significant investment or initiative for your company. When you create a business case, you’re outlining why this investment is a good idea, and how this large-scale project will positively impact the business. 

You might end up building business cases for things on your strategic plan’s roadmap—but your strategic plan should be bigger than that. This tool should encompass multiple years of your roadmap, across your entire company—not just one initiative.

What’s the difference between a strategic plan vs. a project plan?

A strategic plan is a company-wide, multi-year plan of what you want to accomplish in the next three to five years and how you plan to accomplish that. A project plan, on the other hand, outlines how you’re going to accomplish a specific project. This project could be one of many initiatives that contribute to a specific company objective which, in turn, is one of many objectives that contribute to your strategic plan. 

What’s the difference between strategic management vs. strategic planning?

A strategic plan is a tool to define where your organization wants to go and what actions you need to take to achieve those goals. Strategic planning is the process of creating a plan in order to hit your strategic objectives.

Strategic management includes the strategic planning process, but also goes beyond it. In addition to planning how you will achieve your big-picture goals, strategic management also helps you organize your resources and figure out the best action plans for success. 

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The Complete Guide to Writing a Strategic Plan

By Joe Weller | April 12, 2019 (updated February 22, 2024)

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Writing a strategic plan can be daunting, as the process includes many steps. In this article, you’ll learn the basics of writing a strategic plan, what to include, common challenges, and more.

Included on this page, you'll find details on what to include in a strategic plan , the importance of an executive summary , how to write a mission statement , how to write a vision statement , and more.

The Basics of Writing a Strategic Plan

The strategic planning process takes time, but the payoff is huge. If done correctly, your strategic plan will engage and align stakeholders around your company’s priorities.

Strategic planning, also called strategy development or analysis and assessment , requires attention to detail and should be performed by someone who can follow through on next steps and regular updates. Strategic plans are not static documents — they change as new circumstances arise, both internally and externally.

Before beginning the strategic planning process, it’s important to make sure you have buy-in from management, a board of directors, or other leaders. Without it, the process cannot succeed.

Next, gather your planning team. The group should include people from various departments at different levels, and the planning process should be an open, free discussion within the group. It’s important for leaders to get input from the group as a whole, but they don’t necessarily need approval from everyone — that will slow down the process.

The plan author is responsible for writing and putting the final plan together and should work with a smaller group of writers to establish and standardize the tone and style of the final document or presentation.

Sometimes, it’s a good idea to hire an external party to help facilitate the strategic planning process.

John Bryson

“It often can be helpful to have a really good facilitator to organize and pursue strategic conversations,” 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 .

Byson says the facilitator can be in-house or external, but they need experience. “You need to make sure someone is good, so there needs to be a vetting process,” he says.

One way to gauge a facilitator’s experience is by asking how they conduct conversations. “It’s important for facilitators to lead by asking questions,” Bryson says.

Bryson says that strong facilitators often ask the following questions:

What is the situation we find ourselves in?

What do we do?

How do we do it?

How do we link our purposes to our capabilities?

The facilitators also need to be able to handle conflict and diffuse situations by separating idea generation from judgement. “Conflict is part of strategic planning,” Bryson admits. “[Facilitators] need to hold the conversations open long enough to get enough ideas out there to be able to make wise choices.”

These outside helpers are sometimes more effective than internal facilitators since they are not emotionally invested in the outcome of the process. Thus, they can concentrate on the process and ask difficult questions.

A strategic plan is a dynamic document or presentation that details your company’s present situation, outlines your future plans, and shows you how the company can get there. You can take many approaches to the process and consider differing ideas about what needs to go into it, but some general concepts stand.

“Strategic planning is a prompt or a facilitator for fostering strategic thinking, acting, and learning,” says Bryson. He explains that he often begins planning projects with three questions:

What do you want to do?

How are we going to do it?

What would happen if you did what you want to do?

The answers to these questions make up the meat of the planning document.

A strategic plan is only effective when the writing and thinking is clear, since the intent is to help an organization keep to its mission through programs and capacity, while also building stakeholder engagement.

Question 1: Where Are We Now?

The answer (or answers) to the first question — where are we now? — addresses the foundation of your organization, and it can serve as an outline for the following sections of your strategic plan:

Mission statement

Core values and guiding principles

Identification of competing organizations

Industry analysis (this can include a SWOT or PEST analysis)

Question 2: Where Are We Going?

The answers to this question help you identify your goals for the future of the business and assess whether your current trajectory is the future you want. These aspects of the plan outline a strategy for achieving success and can include the following:

Vision statement about what the company will look like in the future

What is happening (both internally and externally) and what needs to change

The factors necessary for success

Question 3: How Do We Get There?

The answers to this question help you outline the many routes you can take to achieve your vision and match your strengths with opportunities in the market. A Gantt chart can help you map out and keep track of these initiatives.

You should include the following sections:

Specific and measurable goals

An execution plan that identifies who manages and monitors the plan

An evaluation plan that shows how you plan to measure the successes and setbacks that come with implementation

What to Include in a Strategic Plan

Strategic planning terminology is not standardized throughout the industry, and this can lead to confusion. Instead, strategic planning experts use many names for the different sections of a strategic plan.

Denise McNerney

“The terms are all over the map. It’s really the concept of what the intention of the terms are [that is important],” says Denise McNerney, President and CEO of iBossWell, Inc. , and incoming president of the Association for Strategic Planning (ASP). She recommends coming up with a kind of glossary that defines the terms for your team. “One of the most important elements when you’re starting the strategic planning process is to get some clarity on the nomenclature. It’s just what works for your organization. Every organization is slightly different.”

No matter what terms you use, the general idea of a strategic plan is the same. “It’s like drawing a map for your company. One of the first steps is committing to a process, then determining how you’re going to do it,” McNerney explains.

She uses a basic diagram that she calls the strategic plan architecture . The areas above the red dotted line are the strategic parts of the plan. Below the red dotted line are the implementation pieces.

Strategic Plan Architecture

While the specific terminology varies, basic sections of a strategic plan include the following in roughly this order:

Executive summary

Elevator pitch or company description

Vision statement

Industry analysis

Marketing plan

Operations plan

Financial projections

Evaluation methods

Signature page

Some plans will contain all the above sections, but others will not — what you include depends on your organization’s structure and culture.

“I want to keep it simple, so organizations can be successful in achieving [the strategic plan],” McNerney explains. “Your plan has to be aligned with your culture and your culture needs to be aligned with your plan if you’re going to be successful in implementing it.”

The following checklist will help you keep track of what you have done and what you still need to do.

Writing A Strategic Plan Section

‌ Download Strategic Plan Sections Checklist

How to Write a Strategic Plan

Once you’ve assembled your team and defined your terms, it’s time to formalize your ideas by writing the strategic plan. The plan may be in the form of a document, a presentation, or another format.

You can use many models and formats to create your strategic plan (read more about them in this article ). However, you will likely need to include some basic sections, regardless of the particular method you choose (even if the order and way you present them vary). In many cases, the sections of a strategic plan build on each other, so you may have to write them in order.

One tip: Try to avoid jargon and generic terms; for example, words like maximize and succeed lose their punch. Additionally, remember that there are many terms for the same object in strategic planning.

The following sections walk you through how to write common sections of a strategic plan.

How to Write an Executive Summary

The key to writing a strong executive summary is being clear and concise. Don’t feel pressured to put anything and everything into this section — executive summaries should only be about one to two pages long and include the main points of the strategic plan.

The idea is to pique the reader’s interest and get them to read the rest of the plan. Because it functions as a review of the entire document, write the executive summary after you complete the rest of your strategic plan.

Jim Stockmal

“If you have a plan that’s really lengthy, you should have a summary,” says Jim Stockmal, President of the Association for Strategic Planning (ASP). He always writes summaries last, after he has all the data and information he needs for the plan. He says it is easier to cut than to create something.

For more information about writing an effective executive summary, a checklist, and free templates, read this article .

If you want a one-page executive summary, this template can help you decide what information to include.

One-page Executive Summary Template

Download One-Page Executive Summary Template

Excel | Word | PDF

How to Write a Company Description

Also called an elevator pitch , the company description is a brief outline of your organization and what it does. It should be short enough that it can be read or heard during the average elevator ride.

The company description should include the history of your company, the major products and services you provide, and any highlights and accomplishments, and it should accomplish the following:

Define what you are as a company.

Describe what the company does.

Identify your ideal client and customer.

Highlight what makes your company unique.

While this may seem basic, the company description changes as your company grows and changes. For example, your ideal customer five years ago might not be the same as the current standard or the one you want in five years.

Share the company description with everyone in your organization. If employees cannot accurately articulate what you do to others, you might miss out on opportunities.

How to Write a Mission Statement

The mission statement explains what your business is trying to achieve. In addition to guiding your entire company, it also helps your employees make decisions that move them toward the company’s overall mission and goals.

“Ideally, [the mission statement is] something that describes what you’re about at the highest level,” McNerney says. “It’s the reason you exist or what you do.”

Strong mission statements can help differentiate your company from your competitors and keep you on track toward your goals. It can also function as a type of tagline for your organization.

Mission statements should do the following:

Define your company’s purpose. Say what you do, who you do it for, and why it is valuable.

Use specific and easy-to-understand language.

Be inspirational while remaining realistic.

Be short and succinct.

This is your chance to define the way your company will make decisions based on goals, culture, and ethics. Mission statements should not be vague or generic, and they should set your business apart from others. If your mission statement could define many companies in your line of work, it is not a good mission statement.

Mission statements don’t have to be only outward-facing for customers or partners. In fact, it is also possible to include what your company does for its employees in your mission statement.

Unlike other parts of your strategic plan that are designed to be reviewed and edited periodically, your company’s mission statement should live as is for a while.

That said, make the effort to edit and refine your mission statement. Take out jargon like world class, best possible, state of the art, maximize, succeed , and so on, and cut vague or unspecific phrasing. Then let your strategic planning committee review it.

How to Write a Vision Statement

Every action your company does contributes to its vision. The vision statement explains what your company wants to achieve in the long term and can help inspire and align your team.

“The vision is the highest-ordered statement of the desired future or state of what you want your business to achieve,” McNerney explains.

A clear vision statement can help all stakeholders understand the meaning and purpose of your company. It should encourage and inspire employees while setting your company’s direction. It also helps you rule out elements that might not align with your vision.

Vision statements should be short (a few sentences). They should also be memorable, specific, and ambitious. But there is a fine line between being ambitious and creating a fantasy. The vision should be clearly attainable if you follow the goals and objectives you outline later in your strategic planning plan.

Because you need to know your company’s goals and objectives to create an accurate vision statement, you might need to wait until you have more information about the company’s direction to write your vision statement.

Below are questions to ask your team as you craft your vision statement:

What impact do we want to have on our community and industry?

How will we interact with others as a company?

What is the culture of the business?

Avoid broad statements that could apply to any company or industry. For example, phrases like “delivering a wonderful experience” could apply to many industries. Write in the present tense, avoid jargon, and be clear and concise.

Vision statements should accomplish the following:

Be inspiring.

Focus on success.

Look at and project about five to 10 years ahead.

Stay in line with the goals and values of your organization.

Once you write your vision statement, communicate it to everyone in your company. Your team should be able to easily understand and repeat the company’s vision statement. Remember, the statements can change as the environment in and around your company changes.

The Difference Between Mission and Vision Statements

Mission and vision statements are both important, but they serve very different purposes.

Mission statements show why a business exists, while vision statements are meant to inspire and provide direction. Mission statements are about the present, and vision statements are about the future. The mission provides items to act upon, and the vision offers goals to aspire to.

For example, if a vision statement is “No child goes to bed hungry,” the accompanying mission would be to provide food banks within the city limits.

While many organizations have both mission and vision statements, it’s not imperative. “Not everyone has a vision statement,” McNerney says. “Some organizations just have one.”

If you choose to have only one statement, McNerney offers some advice: “Any statement you have, if you have just one, needs to include what [you do], how [you do it], why [you do it], and who you do it for.”

During the planning process, these key statements might change. “Early on in the process, you need to talk about what you are doing and why and how you are doing it. Sometimes you think you know where you want to go, but you’re not really sure,” McNerney says. “You need to have flexibility both on the plan content and in the process.”

How to Write Your Company’s Core Values

Company core values , sometimes called organizational values , help you understand what drives the company to do what it does. In this section, you’ll learn a lot about your company and the people who work with you. It should be relatively easy to write.

“The values are the core of how you operate [and] how you treat your people, both internally and externally. Values describe the behaviors you really want to advance,” McNerney says.

There are both internal and external values looking at your employees and coworkers, as well as customers and outside stakeholders. Pinpointing values will help you figure out the traits of the people you want to hire and promote, as well as the qualities you’re looking for in your customers.

Your values should align with your vision statement and highlight your strengths while mitigating weaknesses. McNerney says many organizations do not really consider or are not honest about their company’s values when working on strategic plans, which can lead to failure.

“Your strategies have to align with your values and vice versa,” she explains.

Many companies’ values sound like meaningless jargon, so take the time to figure out what matters to your company and push beyond generic language.

How to Write about Your Industry

When planning ahead for your business, it’s important to look around. How are matters inside your company? What are your competitors doing? Who are your target customers?

“[If you don’t do a thorough industry analysis], you’re doing your planning with your head in the sand. If you’re not looking at the world around you, you’re missing a whole dimension about what should inform your decision making,” McNerney advises.

Writing about your industry helps you identify new opportunities for growth and shows you how you need to change in order to take advantage of those opportunities. Identify your key competitors, and define what you see as their strengths and weaknesses. Performing this analysis will help you figure out what you do best and how you compare to your competition. Once you know what you do well, you can exploit your strengths to your advantage.

In this section, also include your SWOT (strengths, weaknesses, opportunities, and threats) analysis. You can choose from many templates to help you write this section.

Next, identify your target customers. Think about what they want and need, as well as how you can provide it. Do your competitors attract your target customers, or do you have a niche that sets you apart?

The industry analysis carries a price, but also provides many benefits. “It takes some time and money to do [a thorough industry analysis], but the lack of that understanding says a lot about the future of your organization. If you don’t know what is going on around you, how can you stay competitive?” explains McNerney.

How to Write Strategic Plan Goals and Objectives

This section is the bulk of your strategic plan. Many people confuse goals and objectives, thinking the terms are interchangeable, but many argue that the two are distinct. You can think of them this way:

Goals : Goals are broad statements about what you want to achieve as a company, and they’re usually qualitative. They function as a description of where you want to go, and they can address both the short and long term.

Objectives : Objectives support goals, and they’re usually quantitative and measurable. They describe how you will measure the progress needed to arrive at the destination you outlined in the goal. More than one objective can support one goal.

For example, if your goal is to achieve success as a strategic planner, your objective would be to write all sections of the strategic plan in one month.

iBossWell, Inc.’s McNerney reiterates that there are not hard and fast definitions for the terms goals and objectives , as well as many other strategic planning concepts. “I wouldn’t attempt to put a definition to the terms. You hear the terms goals and objectives a lot, but they mean different things to different people. What some people call a goal , others call an objective . What some people call an objective , others would call a KPI. ” They key, she explains, is to decide what the terms mean in your organization, explain the definitions to key stakeholders, and stick to those definitions.

How to Write Goals

Goals form the basis of your strategic plan. They set out your priorities and initiatives, and therefore are critical elements and define what your plan will accomplish. Some planning specialists use the term strategic objectives or strategic priorities when referring to goals, but for clarity, this article will use the term goals.

“[Goals] are the higher level that contain several statements about what your priorities are,” McNerney explains. They are often near the top of your plan’s hierarchy.

Each goal should reflect something you uncovered during the analysis phase of your strategic planning process. Goals should be precise and concise statements, not long narratives. For example, your goals might be the following:

Eliminate case backlog.

Lower production costs.

Increase total revenue.

Each goal should have a stated outcome and a deadline. Think of goal writing as a formula: Action + detail of the action + a measurable metric + a deadline = goal. For example, your goal might be: Increase total revenue by 5 percent in three product areas by the third quarter of 2020.

Another way to look at it: Verb (action) + adjective (description) = noun (result). An example goal: Increase website fundraising.

Your goals should strike a balance between being aspirational and tangible. You want to stretch your limits, but not make them too difficult to reach. Your entire organization and stakeholders should be able to remember and understand your goals.

Think about goals with varying lengths. Some should go out five to 10 years, others will be shorter — some significantly so. Some goals might even be quarterly, monthly, or weekly. But be careful to not create too many goals. Focus on the ones that allow you to zero in on what is critical for your company’s success. Remember, several objectives and action steps will likely come from each goal.

How to Write Objectives

Objectives are the turn-by-turn directions of how to achieve your goals. They are set in statement and purpose with no ambiguity about whether you achieve them or not.

Your goals are where you want to go. Next, you have to determine how to get there, via a few different objectives that support each goal. Note that objectives can cover several areas.

“You need implementation elements of the plan to be successful,” McNerney says, adding that some people refer to objectives as tactics , actions , and many other terms.

Objectives often begin with the words increase or decrease because they are quantifiable and measurable. You will know when you achieve an objective. They are action items, often with start and end dates.

Use the goal example from earlier: Increase total revenue by 5 percent in three product areas by the third quarter of 2020. In this example, your objectives could be:

Approach three new possible clients each month.

Promote the three key product areas on the website and in email newsletters.

Think of the acronym SMART when writing objectives: Make them specific, measurable, achievable, realistic/relevant, and time-bound.

Breaking down the process further, some strategic planners use the terms strategies and tactics to label ways to achieve objectives. Using these terms, strategies describe an approach or method you will use to achieve an objective. A tactic is a specific activity or project that achieves the strategy, which, in turn, helps achieve the objective.

How to Write about Capacity, Operations Plans, Marketing Plans, and Financial Plans

After you come up with your goals and objectives, you need to figure out who will do what, how you will market what they do, and how you will pay for what you need to do.

“If you choose to shortchange the process [and not talk about capacity and finances], you need to know what the consequences will be,” explains McNerney. “If you do not consider the additional costs or revenues your plan is going to drive, you may be creating a plan you cannot implement.”

To achieve all the goals outlined in your strategic plan, you need the right people in place. Include a section in your strategic plan where you talk about the capacity of your organization. Do you have the team members to accomplish the objectives you have outlined in order to reach your goals? If not, you may need to hire personnel.

The operations plan maps out your initiatives and shows you who is going to do what, when, and how. This helps transform your goals and objectives into a reality. A summary of it should go into your strategic plan. If you need assistance writing a comprehensive implementation plan for your organization, this article can guide you through the process.

A marketing plan describes how you attract prospects and convert them into customers. You don’t need to include the entire marketing plan in your strategic plan, but you might want to include a summary. For more information about writing marketing plans, this article can help.

Then there are finances. We would all like to accomplish every goal, but sometimes we do not have enough money to do so. A financial plan can help you set your priorities. Check out these templates to help you get started with a financial plan.

How to Write Performance Indicators

In order to know if you are reaching the goals you outline in your strategic plan, you need performance indicators. These indicators will show you what success looks like and ensure accountability. Sadly, strategic plans have a tendency to fail when nobody periodically assesses progress.

Key performance indicators (KPIs) can show you how your business is progressing. KPIs can be both financial and nonfinancial measures that help you chart your progress and take corrective measures if actions are not unfolding as they should. Other terms similar to KPIs include performance measures and performance indicators .

Performance indicators are not always financial, but they must be quantifiable. For example, tracking visitors to a website, customers completing a contact form, or the number of proposals that close with deals are all performance indicators that keep you on track toward achieving your goals.

When writing your performance indicators, pay attention to the following:

Define how often you need to report results.

Every KPI must have some sort of measure.

List a measure and a time period.

Note the data source where you will get your information to measure and track.

ASP’s Stockmal has some questions for you to ask yourself about picking performance indicators.

Are you in control of the performance measure?

Does the performance measure support the strategic outcomes?

Is it feasible?

Is data available?

Who is collecting that data, and how will they do it?

Is the data timely?

Is it cost-effective to collect that data?

ls the goal quantifiable, and can you measure it over time?

Are your targets realistic and time-bound?

Stockmal also says performance indicators cannot focus on only one thing at the detriment of another. “Don’t lose what makes you good,” he says. He adds that focusing on one KPI can hurt other areas of a company’s performance, so reaching a goal can be short-sided.

Some performance indicators can go into your strategic plan, but you might want to set other goals for your organization. A KPI dashboard can help you set up and track your performance and for more information about setting up a KPI dashboard, this article can help.

Communicating Your Strategic Plan

While writing your strategic plan, you should think about how to share it. A plan is no good if it sits on a shelf and nobody reads it.

Stefan Hofmeyer

“After the meetings are over, you have to turn your strategy into action,” says Stefan Hofmeyer, an experienced strategist and co-founder of Global PMI Partners . “Get in front of employees and present the plan [to get everyone involved].” Hofmeyer explains his research has shown that people stay with companies not always because of money, but often because they buy into the organization’s vision and want to play a part in helping it get where it wants to go. “These are the people you want to keep because they are invested,” he says.

Decide who should get a physical copy of the entire plan. This could include management, the board of directors, owners, and more. Do your best to keep it from your competitors. If you distribute it outside of your company, you might want to attach a confidentiality waiver.

You can communicate your plan to stakeholders in the following ways:

Hold a meeting to present the plan in person.

Highlight the plan in a company newsletter.

Include the plan in new employee onboarding.

Post the plan on the employee intranet, along with key highlights and a way to track progress.

If you hold a meeting, make sure you and other key planners are prepared to handle the feedback and discussion that will arise. You should be able to defend your plan and reinforce its key areas. The goal of the plan’s distribution is to make sure everyone understands their role in making the plan successful.

Remind people of your company’s mission, vision, and values to reinforce their importance. You can use posters or other visual methods to post around the office. The more that people feel they play an important part in the organization’s success, they more successful you will be in reaching your goals of your strategic plan.

Challenges in Writing a Strategic Plan

As mentioned, strategic planning is a process and involves a team. As with any team activity, there will be challenges.

Sometimes the consensus can take priority over what is clear. Peer pressure can be a strong force, especially if a boss or other manager is the one making suggestions and people feel pressured to conform. Some people might feel reluctant to give any input because they do not think it matters to the person who ultimately decides what goes into the plan.

Team troubles can also occur when one or more members does not think the plan is important or does not buy into the process. Team leaders need to take care of these troubles before they get out of hand.

Pay attention to your company culture and the readiness you have as a group, and adapt the planning process to fit accordingly. You need to find the balance between the process and the final product.

The planning process takes time. Many organizations do not give themselves enough time to plan properly, and once you finish planning, writing the document or presentation also takes time, as does implementation. Don’t plan so much that you ignore how you are going to put the plan into action. One symptom of this is not aligning the plan to fit the capacity or finances of the company.

Stockmal explains that many organizations often focus too much on the future and reaching their goals that they forget what made them a strong company in the first place. Business architecture is important, which Stockmal says is “building the capabilities the organization needs to fulfill its strategy.” He adds that nothing happens if there is no budget workers to do the work necessary to drive change.

Be careful with the information you gather. Do not take shortcuts in the research phase — that will lead to bad information coming out further in the process. Also, do not ignore negative information you may learn. Overcoming adversity is one way for companies to grow.

Be wary of cutting and pasting either from plans from past years or from other similar organizations. Every company is unique.

And while this may sound obvious, do not ignore what your planning process tells you. Your research might show you should not go in a direction you might want to.

Writing Different Types of Strategic Plans

The strategic planning process will differ based on your organization, but the basic concepts will stay the same. Whether you are a nonprofit, a school, or a for-profit entity, strategic plans will look at where you are and how you will get to where you want to go.

How to Write a Strategic Plan for a Nonprofit

For a nonprofit, the strategic plan’s purpose is mainly how to best advance the mission. It’s imperative to make sure the mission statement accurately fits the organization.

In addition to a SWOT analysis and other sections that go into any strategic plan, a nonprofit needs to keep an eye on changing factors, such as funding. Some funding sources have finite beginnings and endings. Strategic planning is often continuous for nonprofits.

A nonprofit has to make the community care about its cause. In a for-profit organization, the marketing department works to promote the company’s product or services to bring in new revenue. For a nonprofit, however, conveying that message needs to be part of the strategic plan.

Coming up with an evaluation method and KPIs can sometimes be difficult for a nonprofit, since they are often focused on goals other than financial gain. For example, a substance abuse prevention coalition is trying to keep teens from starting to drink or use drugs, and proving the coalition’s methods work is often difficult to quantify.

This template can help you visually outline your strategic plan for your nonprofit.

Nonprofit Strategic Plan Template

Download Nonprofit Strategic Plan Template

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How to Write a Strategic Plan for a School

Writing a strategic plan for a school can be difficult because of the variety of stakeholders involved, including students, teachers, other staff, and parents.

Strategic planning in a school is different from others because there are no markets to explore, products to produce, clients to woo, or adjustable timelines. Schools often have set boundaries, missions, and budgets.

Even with the differences, the same planning process and structure should be in place for schools as it is for other types of organizations.

This template can help your university or school outline your strategic plan.

University Strategic Plan Outline Word Template

‌ ‌Download University Strategic Plan Outline – Word

How to Write a 5-Year Strategic Plan

There is no set time period for a strategic plan, but five years can be a sweet spot. In some cases, yearly planning might keep you continually stuck in the planning process, while 10 years might be too far out.

In addition to the basic sections that go into any strategic plan, when forecasting five years into the future, put one- and three-year checkpoints into the plan so you can track progress intermittently.

How to Write a 3-Year Strategic Plan

While five years is often the strategic planning sweet spot, some organizations choose to create three-year plans. Looking too far ahead can be daunting, especially for a new or changing company.

In a three-year plan, the goals and objectives have a shorter timeframe and you need to monitor them more frequently. Build those checkpoints into the plan.

“Most organizations do a three- to five-year plan now because they recognize the technology and the changes in business that are pretty dynamic now,” Stockmal says.

How to Write a Departmental Strategic Plan

The first step in writing a strategic plan for your department is to pay attention to your company’s overall strategic plan. You want to make sure the plans align.

The steps in creating a plan for a department are the same as for an overall strategic plan, but the mission statement, vision, SWOT analysis, goals, objectives, and so on are specific to only the people in your department. Look at each person separately and consider their core competencies, strengths, capabilities, and weaknesses. Assign people who will be responsible for certain tasks and tactics necessary to achieve your goals.

If you have access to a plan from a previous year, see how your department did in meeting its goals. Adjust the new plan accordingly.

When you finish your departmental plan, make sure to submit it to whomever is responsible for your company’s overall plan. Expect to make changes.

How to Write a Strategic Plan for a Project

A strategic plan is for the big picture, not for a particular project for an organization. Instead of a strategic plan, this area would fall under project management.

If you have a failing project and need to turn it around, this article might help.

How to Write a Personal Strategic Plan

Creating a strategic plan isn’t only for businesses. You can also create a strategic plan to help guide both your professional and personal life. The key is to include what is important to you. This process takes time and reflection.

Be prepared for what you discover about yourself. Because you will be looking at your strengths and weaknesses, you might see things you do not like. It is important to be honest with yourself. A SWOT analysis on yourself will give you some honest feedback if you let it.

Begin with looking at your life as it is now. Are you satisfied? What do you want to do more or less? What do you value most in your life? Go deeper than saying family, happiness, and health. This exercise will help you clarify your values.

Once you know what is important to you, come up with a personal mission statement that reflects the values you cherish. As it does within a business, this statement will help guide you in making future decisions. If something does not fit within your personal mission, you shouldn’t do it.

Using the information you discovered during your SWOT and mission statement process, come up with goals that align with your values. The goals can be broad, but don’t forget to include action items and timeframes to help you reach your goals.

As for the evaluation portion, identify how you will keep yourself accountable and on track. You might involve a person to remind you about your plan, calendar reminders, small rewards when you achieve a goal, or another method that works for you.

Below is additional advice for personal strategic plans:

There are things you can control and things you cannot. Keep your focus on what you can act on.

Look at the positive instead of what you will give up. For example, instead of focusing on losing weight, concentrate on being healthier.

Do not overcommit, and do not ignore the little details that help you reach your goals.

No matter what, do not dwell on setbacks and remember to celebrate successes.

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Strategic Planning and Management Argumentative Essay

It is true that a company’s realized strategy is the product of whatever planned strategies that are actually put into action (the company’s deliberate strategies) and of any unplanned or emergent strategies (Haines, 2004, p. 22). This is because planned strategies will play an important role in coming up with the right cross functional decisions that will enable the company achieve its long term objectives. Planned strategies will ultimately lead to a good strategic approach in the market.

There are cases where a company can come up with these strategies in advance with a well laid out plan, but in other occasions there might be need to involve unplanned or emergent strategies (Kotler, 1986, p. 17). Unplanned or emergent strategies are necessitated by circumstances. The situation in the market might demand that the company comes up with new strategies to succeed. One of these unforeseen circumstances might be increased competition in the market.

Although competition can be seen coming, its intensity always shifts in different times and this can force the company to come up with new strategies. These strategies will enable the company to come up with the right avenues to survive in the market. So, a good strategy will be a product of whatever strategies that the management has put in place to advance its goals (Drucker, 1954, p. 13). In cases where the market (competitors included) changes its strategies, the company will be forced to come up with new emergent strategies to succeed in its operations.

A normal planned strategy should be initiated by the management. The long term effect will be a strategic management process that will enhance the company’s ability to achieve the set strategies. A good strategic management process should also cater for unplanned or emergent strategies as this is the only way that the company can be guaranteed flexibility (Senge, 1990, p.13). A good strategy needs a strategic plan which is done by a strategic management process.

Strategic planning is the process by which an organization defines its strategy thereby coming up with the right direction to pursue their goals (Ansoff, 1965, p.5). In the process, they will be able to make the right decisions on how resources will be allocated to achieve these strategies (Naisbitt, 1982, p. 7). Resource allocation involves the necessary capital that will be used in implementation together with the human resource that will enforce the strategy and make it practical.

There are various business techniques that need to be used to ensure that a strategic plan is effective as this will ultimately lead to an appropriate business strategic position (Drucker, 1954, p. 5). In a broad perspective, strategic planning seems to be the consideration of an organizations future course of direction (Christensen, 1997, p. 27). This gives the organization a framework that they will use to achieve their long term objectives. It should be concerned on how the whole process will be done (Chandler, 1962, p. 12).

A strategic plan should be having a major concern on why the company is coming up with it (Kotler, 1986, p. 11). This means that there should be a viable intention of coming up with a strategic plan. With this in place, the company will have a good framework of withstanding competition (Tracy, 2000, p. 9). In the long run, the company will be able to survive in harsh business environments with an intention of ensuring that customers, employees and shareholders are well catered for.

Before a company comes up with a strategic plan it must know where it is by reviewing its performance in relation to what it had projected to achieve (Moore, 1995, p. 10). This is important as the company will tell if indeed what it had projected to achieve was really achieved (Allison & Kaye, 2005, p. 6). In coming up with a strategy(for a company), it can be quite difficult to tell how the market will evolve in the next coming days or years and this will call for a review of the planned strategies.

For a company to achieve its strategic projections there is need for strategic innovation and tinkering (Burkhart & Reuss, 1993, p. 9). Strategic innovation and tinkering is the ultimate strategy that a company needs to be able to survive in the ever changing market and business environment. This means that the company must have a good combination of goals that it seeks to achieve (Senge, 1990, p.16). The means of achieving these goals is what forms the necessity of a strategic plan.

Strategic planning should seek to analyze the company’s current situation. This should also take care of the market in general. In doing this, it is necessary to look at the business trends and market analysis (Haines,2004, p. 14). Later on, the company can look at the marketing mix, segmentation and competitive analysis. The company’s current situation should evaluate its positioning in the market with a SWOT analysis (Haines, 2004, p. 18).

After doing this analysis, the company should now shift its attention to the expected or desired situation that it wishes to see itself in the coming years as a result of these strategies (Kotler, 1982, p. 3). This should critically look at the position and perceptual gaps as it plans to execute its strategy. In addition, it needs to look at its desired marketing mix and segmentation.

In developing a strategy that will help the company to achieve results, a proper environmental analysis needs to done. This analysis should be executed at an internal and external level to know the threats and opportunities that a company faces in the market (Naisbitt, 1982, p. 26).

On the other hand, this will identify the company’s strengths and weaknesses which are important in a bid to achieve unrivalled growth in the market. Analysis of the external environment should take some important factors into consideration (Allison & Kaye, 2005, p. 8). This includes customers and supplier markets as they have a direct bearing on the strategies that the company will ultimately decide to embrace.

Competition is an external environment that can make a company adopt its intended strategy or review it to be strategic (Christensen, 1997, p. 43). Sometimes, competitors in the market can be very innovative in coming up with their strategies. They can do this by looking at what the company has put in place (Castells, 1996, p. 25). This therefore implies that the company needs to be highly flexible in relation to its strategies.

Other factors that need to be looked at include; the economy at that given time, technology and the regulatory environment (Mintzberg, 1987, p. 21). The company must always look at the regulatory environment because some of its strategies can be in contravention of the legal frameworks put in place and this will be an impediment to the success of the strategy (Drucker, 1954, p. 24).

Some strategies might need a good technological framework for efficiency and the company needs to put this in mind before it comes up with a strategy that will positively advance its goals (in both the long run and short run).

In a broad view, the set strategy should be able to translate into an action plan (Slywotzky, 1996, p. 32). This means that a strategic plan should be articulated into the day to day activities of an organization. Specific tasks will be and should be put in place to achieve the objectives of a strategic plan (Castells, 1996, p.17).

This means that they should not be filled with conceptual terms that may end up not being tied to the day to day realities that the staff expects. In a more objective way, this will help to achieve the company’s strategic moves and expectations.

A company should employ Unplanned or emergent strategies for it to succeed with its strategy. Although the management can be visionary in formulating its strategies, this should be critically and carefully done while looking at the market environment shifts (Kotter, 1986, p.27).

In cases where a company is faced with unexpected market environment shifts, it has to come up with unplanned or emergent strategies that will help it to achieve its goals (Castells, 1996, p. 35). Unplanned and emergent strategies will be necessitated by threats and opportunities that a company is exposed to.

A strategic plan can either be planned partially or unplanned (Moore, 1995, p. 67). These strategies need to be developed because of the relative influence that business and industry factors have on the overall performance of a company. If they are not reviewed in relation to changing market and business dynamics, the company will perform poorly because it will be behind as far as competition in the market is concerned (Ansoff, 1965, p.27).

Emergent strategies will in most occasions come about as the company interacts with its environment (Senge, 1990, p. 45). This is because ideas and actions will come from different and multiple sources thereby integrating into an efficient pattern. Wholesomely, these unplanned and emergent strategies will lead to the achievement of the company’s realized strategy.

Strategic management will assist in decision making that will enhance the achievement of long term objectives (Haines, 2004, p. 29). In other words, strategic management is the only way that organizations goals, missions and visions are specified mostly in programs and projects so that the set objectives are fully achieved (Mintzberg, 1987, p. 43). In the course of embarking on strategic management, resources are supposed to be well allocated to help in achieving the set programs and projects.

After programs and projects have been set, there should be a scoreboard that will be used in evaluating if the anticipated targets have been achieved (Slywotzky, 1996, p. 21). Strategic management more so provides the overall direction that an organization should take in a bid to ensure that there is unrivaled success (Naisbitt, 1982, p. 22). Those in the management level are supposed to come up with good tactics that will enhance the achievement of the company’s set goals as per the strategy.

For strategic management to be effective and achieve what it was set to, it must follow a process that will enhance this. This is because it is an ongoing process that has a long term effect on the company’s performance (Tracy, 2000, p. 29). A strategic management process should first of all have a vision that will lead to the formulation of a mission statement. The mission should then be converted into performance objectives.

For these objectives to be achieved, the company should then develop strategies for proper enforcement. This should be followed by proper strategy implementation (Drucker, 1954, p. 18). After a strategy has been implemented there should be an evaluation on how the strategy has helped the company’s to achieve its expectations and goals.

Companies need to have a strategic management process; this is because strategic planning lies in the value of planning ahead of time so that they can perform well (Castells, 1996, p. 54). It is necessary for unity, direction and a sense of identity in achieving business goals.

It is undeniable that a company’s planned and unplanned strategies will help it to achieve its business goals as it had anticipated. The situation in the market might demand that the company comes up with new strategies to succeed (Haines, 2004, p. 20). One of these unforeseen circumstances might be increased competition and changing business dynamics in the market.

There are various business techniques that need to be used to ensure that a strategic plan in effective as this will ultimately lead to an appropriate business strategic position (Slywotzky, 1996, p. 18).

In general, strategic planning should be taken as the key course of direction of an organization. This gives the organization a framework that they will use to achieve their long term objectives. It should be concerned on how the whole process will be done.

Before a company comes up with a strategic plan it must know where it is by reviewing its performance in relation to what it had projected to achieve. This is important as the company will tell if what it had projected to achieve was really achieved (Tracy, 2000, p. 23). In coming up with a strategy (for the company), it can be quite difficult to tell how the market will evolve in the next coming days or years and this will call for a review of the planned strategies.

For strategic management to be effective and achieve what it was set to, it must follow a process that will enhance this. This is because it is an ongoing process that has a long term effect on the company’s performance (Naisbitt, 1982, p. 20).

A strategic management process should first of all have a vision that will lead to the formulation of a mission statement. The mission should then be converted into performance objectives.

Reference List

Allison, M. & Kaye, J. (2005). Strategic Planning for Nonprofit Organizations . New York: John Wiley and Sons.

Ansoff, I. (1965). Corporate Strategy. New York: McGraw Hill.

Burkhart, P. & Reuss, S. (1993). Successful Strategic Planning: A Guide for Nonprofit Agencies and Organizations . Newbury Park: Sage Publications.

Castells, M. (1996). The Rise of the Networked Society: The information age. Cambridge: Blackwell Publishers.

Chandler, A. (1962). Strategy and Structure: Chapters in the history of industrial enterprise. New York: Doubleday.

Christensen, C. (1997). The Innovator’s Dilemma . Boston: Harvard Business School Press.

Drucker, P. (1954). The Practice of Management. New York: Harper and Row.

Haines, S. (2004). ABCs of strategic management: an executive briefing and plan-to-plan day on strategic management in the 21st century . New York: Free Press.

Kotler, P. (1986). Megamarketing . Harvard: Harvard Business Review.

Kotter, J. (1982). The general manager. New York: Free Press.

Mintzberg, H. (1987). Crafting Strategy . Harvard: Harvard Business Review.

Moore, M. (1995). Creating Public Value: Strategic Management in Government. Cambridge: Harvard University Press.

Naisbitt, J. (1982). Megatrends: Ten New Directions Transforming our Lives . USA: Macdonald.

Senge, P. (1990). The Fifth Discipline. New York: Doubleday.

Slywotzky, A. (1996). Value Migration . Boston: Harvard Business School Press. Web.

Tracy, B. (2000). The 100 Absolutely Unbreakable Laws of Business Success . San Francisco: Berrett, Koehler Publishers.

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Strategic Planning: Why It Makes a Difference, and How to Do It

Short abstract.

Take action before problems reach crisis level. Strategic planning provides the structure to make day-to-day decisions that follow a larger vision, creates a direction for your practice, and maximizes your options for influencing your environment.

In oncology practice, where dramatic changes in reimbursement, technology, and the marketplace are just a few of the driving forces, “the future,” as Yogi Berra once said, “ain't what it used to be.” You may not be able to control the future, but strategic planning can create a direction for your practice and maximize your options for influencing your environment. Without it, your group will likely take action only to address immediate problems—a kind of crisis management approach. Strategic planning gives a practice the structure to make day-to-day decisions that follow a larger vision. This article presents the principles of strategic planning and outlines processes that your practice can adapt for short- or long-term planning. Strategic decision making is needed now more than ever for success in oncology practice.

A strategic plan is a tool that moves your practice toward a goal you have set. However, the definition of a strategic plan differs among different people, according to management consultant Teri Guidi, MBA. Guidi, chief executive officer of Oncology Management Consulting in Philadelphia, Pennsylvania, points out that although there is “no wrong idea” of what a strategic plan encompasses, people often do have misconceptions about it. “Some expect a strategic plan to be precise—it's not. Some think that it will take you forward forever—it won't. The biggest mistake people make is already having the end result in mind when they start.”

Of all the compelling reasons for your group to engage in strategic planning, perhaps the most critical is the speed at which forces in your environment are changing. “Physicians who try to keep practicing as they have in the last five years will be at a disadvantage,” says Dawn Holcombe, MBA, president of DGH Consulting in South Windsor, Connecticut. “The world swirling around oncologists is changing, and things they may not even know about will affect their practice.”

Engaging in the process of strategic planning has benefits in addition to the plan that comes out of it. For starters, having everyone in the same room fosters collegiality and creates a milieu in which you can focus on the direction of your practice, away from patient care and other duties. In addition, the process promotes the open and creative exchange of ideas, including putting disagreements on the table and working out effective solutions.

Short- and Long-Term Planning

Establishing the direction of your practice and identifying overarching goals provide the foundation for strategic planning, whether short or long term. In the field of health care today, a long-term plan will likely address no more than the next 3 years. After the strategic course is determined in the initial planning session, the group should meet at least annually. During these sessions, the partners should revisit the practice goals, update the environmental assessment with new data, and identify strategies needed to address issues that will arise within the next 12 months. For example, as the retirement of one or more partners approaches, a succession plan may need to be developed (as described in related article on page 136). Meanwhile, growth in patient volume may call for recruitment strategies for both physicians and midlevel providers.

Should You Use a Consultant?

Although use of an outside facilitator entails expense, turning to a strategic planning professional has a number of advantages that can contribute greatly to success, especially if you are undertaking strategic planning for the first time. A professional has done this before—many times—and thus can direct the process efficiently. He or she knows how to collect and analyze diverse information—opinions, practice data, and market reports, for example—and present it in a concise way, thereby saving you and your administrator many hours of work. As a moderator, a consultant knows how to keep a group moving forward, prevent it from getting bogged down in side issues, and objectively help participants resolve disagreements and develop effective solutions.

Perhaps the biggest value added by a consultant is guidance in assessing your environment. A well-qualified strategic planning consultant should have a thorough and current knowledge of national trends in medicine as well as detailed knowledge about oncology practice. Regarding your community, although your group naturally knows the local marketplace well, an outsider can provide a fresh and objective perspective; in fact, the familiarity of physicians with the local scene may create blind spots. Similarly, in assessing the strengths and limitations of a group, a consultant can contribute objectivity and should be able to provide national benchmarks for objective comparison.

In choosing a consultant, look for an individual or firm that will contribute valuable knowledge about national reimbursement, patient care, and business initiatives and trends affecting oncology practice. Many management consultant firms offer strategic planning services, but you will be best served by a consultant who has worked with physician practices and has significant recent experience with oncology practice.

Scheduling a Strategic Planning Session: Who, When, and Where

Just as there is no one way to define strategic planning, there is no single way of doing it. Examples and guidelines are presented here that you may draw on to implement a process that makes sense for your practice.

The decision makers of the practice should be the ones who conduct strategic planning. If your practice is so large that including all partners could make a meeting unwieldy, it might make sense to have a smaller group, such as the executive board, do the planning. In addition to shareholders, you may want physician associates and key managers to participate. Inclusion of individuals who are not partners, at least for some parts of the meeting, may also have advantages. This can foster buy-in to the strategic direction, thereby contributing to the success of the resulting action plan. The oncology group at the Toledo Clinic, a large multispecialty center in Toledo, Ohio, found it beneficial to include the executive director of the clinic. By participating, the director gained valuable insight into the special administrative and practice needs of oncology.

Setting aside at least one day for strategic planning is recommended, especially if this is the first time your group has undertaken it. Distribute an agenda ahead of time, and use a moderator to keep the meeting on track. The location should be comfortable and private. The participants must be able to focus solely on strategic planning, without interruption, so arrange to have patient-related calls covered. Members of the Toledo Clinic used a consultant to guide them through strategic planning, and the consultant facilitated a one-day retreat at a country club. The meeting began around 9 am , after physician rounds, and the nurse practitioners of the group provided patient coverage. Other oncology groups may have conference space available in their office. A half-day meeting can be adequate for groups that have been doing strategic planning for many years.

Starting Point: Mission and Values

Developing a mission statement for your practice—a statement of its basic purpose—is the first step of strategic planning and provides the foundation for the entire process. You may think that putting your mission in writing is a bureaucratic waste of time, but in fact, determining how to articulate your mission is a productive experience. It sets the stage for later prioritization, and the process compels the shareholders to reflect on and express the purpose of the practice. Is providing high-quality care to patients with cancer your entire mission? What about research? Does your practice have a mission to serve the community through education? Answering questions such as these helps spell out the core mission of the group.

Once you succinctly define the mission of your organization, you should develop value statements expressing your core beliefs regarding issues such as patient care, interaction with the community, and how members of the practice work together. In the framework of a traditional strategic plan, the mission statement is concisely expressed in not more than one or two sentences, with value statements articulated separately. However, some organizations combine the mission and values into a narrative of one or more paragraphs. The format used is inconsequential; most important is that your group express the enduring elements of your practice, which will form the foundation on which the practice direction and strategies are expounded.

For a practice that is hospital based or part of a larger organization, the mission and values of the group should be consistent with those of the larger organization. Your group may want to state its own distinct mission or simply adopt that of the larger organization, as did the group of nine oncologists affiliated with the Toledo Clinic. “In practices like ours, which are within a larger organization, it's important to support the larger organization's mission,” says Peggy Barton, group manager. “It could lead to confusion if the broad organization and the practice are going in different directions.”

Vision: Where Do You Want to Go?

With the mission and values defined, the next step for the group is determining what kind of practice you want in the future. Again, the words of Yogi Berra apply: “If you don't know where you're going, you'll wind up somewhere else.” A vision statement—whether just a few words or a longer document—creates the desired image of the future state of your practice. Do you want to be recognized for treatment of a certain type of cancer? Is your vision to be the leader in clinical research in your state? Do you want to grow larger and have a network of practice sites? The vision of the group must complement your practice environment, so you may find that your review of internal and external information (described in SWOT Analysis) leads you to revise your vision statement to some extent as you continue planning strategically.

The vision statement for your group should be painted in broad strokes, not in detail, and it should represent the end point, not the strategy for achieving it. For example, your vision may be to provide multidisciplinary services to your community, but your vision statement would not include a specific strategy, such as merging with a certain radiology group or recruiting two physicians. When developing a vision statement, an atmosphere of openness should prevail to encourage creativity and thinking beyond current boundaries.

As in all stages of strategic planning, disagreements may surface. “Different opinions about the direction of a practice are very healthy,” says Guidi. “The ideas might be in conflict, but getting them out on the table helps [you] to see what is really important.”

Barton agrees. “One purpose of the strategic planning meeting was to get everyone in the room at the same time to identify where we agree and disagree and to reach compromise. The process encouraged input from everyone, and the group made some important decisions that have helped them over the past year.”

SWOT Analysis

The SWOT analysis—an assessment of the strengths, weaknesses, opportunities, and threats of your practice—is a staple of strategic planning. This analysis uses a mix of quantitative and qualitative information, most of which should be gathered and analyzed before the planning meeting. The process for gathering information and performing a SWOT analysis varies greatly, and there is no single correct method. The size of the group, the frequency of strategic planning meetings, and how fast changes are taking place both nationally and locally are all significant factors affecting the process.

Internal Assessment: Strengths and Weaknesses

In identifying internal strengths and weaknesses, include hard data such as the number of new consults, cost of drugs per full-time-equivalent physician, and financial reports. It is useful to benchmark aspects of the quality and efficiency of the practice against data on other oncology practices (Sources for Benchmarking Data provides references for locating this information).

If possible, investigate the perceptions of individuals outside the practice—patients, hospital administrators, and referring physicians, for example. A consultant naturally has an advantage in gathering candid assessments from such individuals, unless an anonymous survey is used. How others view the practice can be critical to performing an accurate SWOT analysis, as demonstrated in an experience reported by consultant Guidi. In one practice that had rather long wait times, the physicians believed that the patients did not mind, because “they know that when it's their turn, they'll get just as much attention as the patient before.” But the patients interviewed by Guidi cited long wait times as a top complaint and said they would mention it to others considering the practice for treatment.

Gather qualitative information and opinions from physicians and staff. What do they see as the top issues facing the practice, and what do they consider to be the strengths and weaknesses of the practice? These perspectives can be provided during the meeting, but it is useful to collect information ahead of time, so a larger group can be polled, and anonymity can be assured. Holcombe distributes a questionnaire to solicit information from each physician and also interviews key individuals. Her summary is then reviewed and discussed during the strategic planning retreat.

Sources for Benchmarking Data

  • ASCO Quality Oncology Practice Initiative (QOPI). http://qopi.asco.org
  • Medical Group Management Association: Performance and practices of successful medical groups. www.mgma.com/surveys or call 877-275-6462
  • American College of Physicians: Practice management check up: Examining the business health of your practice. www.acponline.org/pmc/new_checkup.htm
  • Akscin J, Barr TR, Towle EL: Benchmarking practice operations: Results from a survey of office-based oncology practices. J Oncol Pract 3:9-12, 2007
  • Akscin J, Barr TR, Towle EL: Key practice indicators in office-based oncology practices: 2007 report on 2006 data. J Oncol Pract 3:200-203, 2007
  • Barr TR, Towle EL, Jordan W: The 2007 National Practice Benchmark: Results of a national survey of oncology practices. J Oncol Pract 4:178-183, 2008

Oncology Associates in Cedar Rapids, Iowa, uses its face-to-face planning meeting to share personal perspectives about the practice. The group is small—currently five oncologists—and has been doing strategic planning for many years. SWOT data for analysis is gathered ahead of time, but at the beginning of the meeting, each physician discusses how he feels about his own practice, including his workload, his satisfaction with the schedule, and other aspects of practice. “With everyone in the room, they all hear each other's perspective, which helps later on when we are talking about the practice as a whole and making decisions about issues such as expanding services or recruiting a new provider,” says Carole Dzingle, practice manager.

A third method is used at the Mark H. Zangmeister Center in Columbus, Ohio. The executive board of the 16-oncologist practice holds an annual strategic planning session. Glenn Balasky, executive director, obtains input from six or seven staff managers and works with the managing partner to complete a SWOT analysis that is presented at the meeting.

External Assessment: Opportunities and Threats

Data about the marketplace of the practice, such as demographics, economic trends, referral patterns, and competition, should be analyzed in light of whether they represent threats or opportunities. In addition to the local picture, the broader environment, including the regional health care system and approaching changes in reimbursement and regulation, should also be assessed. Although the physicians and staff in some groups stay abreast of local, regional, and national trends, a consultant knowledgeable about oncology market forces is often needed to provide an analysis of the environment. The Toledo Clinic found the report on the national picture prepared by the consultant significantly helpful.

Some groups work to keep up with trends on their own through active involvement in state and national oncology societies. The physicians of Oncology Associates are active in ASCO as well as in the Iowa Oncology Society, and the staff managers are involved with organizations such as the Association of Community Cancer Centers and the Medical Group Management Association. Physicians and staff leaders at the Zangmeister Center are involved with the Community Oncology Alliance and other oncology organizations at both national and state levels, and each staff manager actively participates in a professional organization. Monitoring the environment takes energy and commitment, but it produces advantages, according to Balasky. “It pays off in the raw market intelligence we get, and we stay in touch continually rather than having a once-a-year report.”

Developing Strategies

Once a clear picture of the practice and its environment has been established, the group should develop strategic options for moving the practice from its current status toward the desired future position. Be alert to the pitfalls of discussing operational issues and trying to decide on tactics instead of identifying strategies. For example, a strategic decision may be to go forward with implementing an electronic medical record system, but the strategic planning meeting is not the place to discuss available systems, preferred data fields, or training required. Managing these kinds of details will be the responsibility of individuals assigned in the action plan.

In some cases, the SWOT analysis can reveal weaknesses that call for implementing one or more strategic priorities before pursuing others. Practices sometimes realize they need to create the infrastructure necessary to reach their goals. For example, they may not have systems in place to provide data that will be needed to remain competitive.

In other cases, the group may come up with many strategies that need to be prioritized during the meeting or at a subsequent meeting. To narrow down big lists, Guidi describes two approaches that work well when groups meet more than once. One mechanism she uses is to put all the strategies in writing after the first meeting; she then asks individuals via e-mail to score the importance, difficulty, and cost of each strategy on a scale of one to five. In another approach, after one or two brainstorming sessions, Guidi boils down the information to three or four overarching goals for additional discussion by the group. Guidi finds that several short strategic planning sessions are often more productive than is a full- or half-day retreat, and in the end, the shorter sessions call for about the same total hours of physician time.

More Information About Strategic Planning

  • Soper WD: The meeting you won't want to miss: Annual strategic planning. www.aafp.org/fpm/20010200/28them.html
  • Holcombe D: Strategic planning and retreats for practices. www.dghconsulting.net/images/holcombe_strategic_planning_0908.pdf
  • McNamara C: Strategic planning (in nonprofit or for-profit organizations). www.managementhelp.org/plan_dec/str_plan/str_plan.htm

Action Plan

The outcome of developing strategies should be the prioritization of a few (ie, two to five) achievable strategies and creation of related action plans. Many strategic plans have faltered or failed because they were too ambitious or too complex. Do not try to take advantage of every opportunity or address every limitation identified in your SWOT analysis. Some goals may be important but can be scheduled for implementation in a year or two. By having an annual strategic planning meeting to update your plan, these goals will stay in sight and can be addressed successfully.

Create an action plan to address each strategic priority within the next 12 months. Spell out steps to be taken, who will have the lead responsibility, and the milestones that will show progress. For example, a strategy of adding midlevel providers might have a work plan with dates and assignments for finalizing a position description, creating a compensation package, recruiting, hiring, and conducting orientation. A strategy of building a new facility or merging with another practice will ultimately involve complex actions, but initially, the work plan might specify only the steps involved in finding and retaining a consultant to present a business plan by a certain date. Make sure the action plan is in a format that can and will be used by those with responsibility for implementation.

Communicate the strategic goals and action plan to all clinical and administrative staff. Everyone in the practice should know the goals and clearly understand his or her role in implementing strategies to achieve them. Effective communication and cultivation of a team culture are especially important if your strategic planning results in changes or begins moving the practice in a new direction.

Keep in mind that a strategic plan does not have to involve a lot of paperwork or a big report. The mission, values, and vision of the practice should be documented, and the group should revisit them at the beginning of subsequent strategic planning meetings to validate them or make revisions if appropriate. A summary of the SWOT analysis should be included, but this may be brief, with the data that went into it provided as appendices or even stored elsewhere while remaining easily available for updating. The action plan must be available for tracking progress. Your strategic plan must be a living document—a roadmap that guides what happens in your practice on a day-to-day basis—not a report that sits on a shelf.

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What Is Strategy?

  • Michael E. Porter

what is strategic planning essay

Today’s dynamic markets and technologies have called into question the sustainability of competitive advantage. Under pressure to improve productivity, quality, and speed, managers have embraced tools such as TQM, benchmarking, and re-engineering. Dramatic operational improvements have resulted, but rarely have these gains translated into sustainable profitability. And gradually, the tools have taken the place of strategy. In his five-part article, Michael Porter explores how that shift has led to the rise of mutually destructive competitive battles that damage the profitability of many companies. As managers push to improve on all fronts, they move further away from viable competitive positions. Porter argues that operational effectiveness, although necessary to superior performance, is not sufficient, because its techniques are easy to imitate. In contrast, the essence of strategy is choosing a unique and valuable position rooted in systems of activities that are much more difficult to match. Porter thus traces the economic basis of competitive advantage down to the level of the specific activities a company performs. Using cases such as Ikea and Vanguard, he shows how making trade-offs among activities is critical to the sustainability of a strategy. Whereas managers often focus on individual components of success such as core competencies or critical resources, Porter shows how managing fit across all of a company’s activities enhances both competitive advantage and sustainability. While stressing the role of leadership in making and enforcing clear strategic choices, Porter also offers advice on how companies can reconnect with strategies that have become blurred over time.

For starters, it’s not the same as operational effectiveness.

For almost two decades, managers have been learning to play by a new set of rules. Companies must be flexible to respond rapidly to competitive and market changes. They must benchmark continuously to achieve best practice. They must outsource aggressively to gain efficiencies. And they must nurture a few core competencies in race to stay ahead of rivals.

  • Michael E. Porter is the Bishop William Lawrence University Professor at Harvard Business School. He has served as an adviser to governments and campaigns around the world on the advancement of social policy and economic policy, including Mitt Romney’s presidential campaign. His latest paper is  The Role of Business in Society . He is an academic adviser to the Leadership Now Project.

what is strategic planning essay

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Strategic Planning Essay Example

The sample paper on Strategic Planning Essay Example familiarizes the reader with the topic-related facts, theories and approaches. Scroll down to read the entire paper.

Introduction

Strategic planning is an indispensable component of success for virtually any organization, irrespective of the nature of its goals. Utilising a variety of strategic planning means, members of an organization can create a plan that will suit their particular needs and wants and help them attain the desired goals. Strategic planning is a “process to establish priorities on what you will accomplish in the future” (Evans).

The use of strategic planning allows the organization to unite all its resources and effectively allocate it to the solution of tasks and assignments in the order of their importance that corresponds to the set goals and priorities. Forcing members of the organization to map out future strategy, strategic planning enables them to have a clear vision of what they want to accomplish.

This research paper will include the application of strategic planning model to the functioning of the entrepreneurial organization, InternetGates, a provider of Internet services, design and high-tech solutions.

The paper will include a brief review of strategic planning models and in-depth application of these models to the particular organization.

Strategic Planning Models

The ultimate goal of strategic planning is to create an organization that is “agile, collaborative and focused” (Lavia, 2004, p. 56). While the purpose is uniform, there are some actions that can be used to arrive at this purpose that is reflected in several strategic planning models.

what is strategic planning essay

Proficient in: Strategic Planning

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The first model is basic and is organized as follows:

Develop the purpose reflected in the mission statement State the goals to be achieved for the realization of the mission statement Develop strategies that are needed to attain goals “Identify specific action plans to implement each strategy” Regularly monitor the implementation of the plan (McNamara, 1999).

This straightforward model is expanded in Issue-Based (or Goal-Based) Planning that also includes the internal/external analysis of the organization and development of the implementation plan (McNamara, 1999). The third model, called Alignment Model, envisages changes to the current situation to be made to adjust the organization, correcting flaws and inefficiencies. Finally, Scenario Planning involves preparation of scenarios to address possible changes in the external environment. This paper will rely on Issue-Based (or Goal-Based) Planning Model to map out the future of the organization.

Mission Statement

The development of the mission statement “determines the competitive arena in which an organization operates, how resources are to be allocated, and the appropriate size of the organization” (Mercer, 1991, p. 63). The organization’s mission statement is important because it defines “the overall organizational purpose and driving force(s) (Mercer, 1991, p. 63).

internet games is a complex organization that operates in some areas, delivering news coverage, analytical reporting, high-tech solutions such as logos and multimedia presentations, online advertising, and software and design development services. Therefore, the mission statement should embrace these areas. Also, it should focus on stakeholders the organization wants to benefit such as clients, employees, investors, and others. The mission statement has to answer the question “What business are we in?” and define the driving force as “the primary strength of the organization on which major decisions are based” (Mercer, 1991, p. 63, 64). With all these considerations in mind, this can be an appropriate mission statement for internet games:

InternetGates strives to provide its clients with high-class, state-of-the-art Internet service that will supply one-stop, integrated solutions, with the primary thrust being the high level of services offered enabled through the accumulation of expertise and knowledge in a carefully selected employee body.

This mission statement reflects the concentration of the organization on the provision of comprehensive services network. It also reflects the emphasis on qualified staff retention and stresses the quality of services.

Organization Overview

InternetGates, or InternetGates.com, is an electronic media network that includes four sites representing four different projects: FinanceGates, RealEstateGates, GamblingGates, and FashionGates, each with its own topic area and staff. The organization is structured in such a way that nearly every employee is subordinated to the line manager within the project and functional manager, such as Head of the Content Department, Marketing Director, etc. This structure often creates tensions when there are discrepancies between objectives set by various managers, and these requirements clash, competing for the attention of employees. The managers sometimes are not sure who has a greater authority, the project manager or the functional manager, and therefore compete for power.

The main competitive advantage of the organization is its young, enterprising team that consists of professionals who have nearly accomplished the establishment part of their career and are now ready to move into more advanced positions. They have accumulated sufficient expertise they can bring to the projects and possess a vast array of ideas to apply to their work. However, the level of expertise is not level across departments, and sometimes there are instances of unprofessional work such as weak articles and inadequate research on the topic.

The technology in the organization is state-of-the-art and corresponds to all modern requirements. This area is one of the competitive advantages of the team.

External Environment

The external environment in which the organization operates demonstrates many important trends. Some of those that can be relevant to InternetGates include the expansion of weblogs, increasing role of social networking on the Web, the trend of net users to create their own digital content, increase in the number of smart screen smartphones with Internet access, and rise in the use of mobile digital media (Greenlee, 2005). The organization may be interested in the observed rise in tech stocks, and rising demand from companies for flexible technical solutions.

These trends demonstrate that InternetGates needs to update its business to suit the changing needs continuously. For instance, the addition of weblogging to news coverage is a great advantage to a modern medium source. Accounting for the needs of smartphone users and increasing flexibility can also become appropriate points of focus for the organization.

Strategic Objectives

To increase its competitiveness in the global marketplace, InternetGates should:

Strive to accumulate as much knowledge as possible that can be applied in providing high-level services, solving complex technological problems and finding innovative solutionsAim at integration of services so that clients can receive a one-stop service that will carefully balance all their requirementsCreate a viable community of users united through virtual communication

To achieve these strategic objectives, the organization can implement the following policies:

Knowledge accumulation Develop and implement a staff retention program. To accomplish this, the organization needs to decide what members of the staff it wants to retain. Most logically, these can be qualified individuals such as programmers, content managers, marketers and others that contribute to the success of the organization. The retention program has to be designed with consideration of the demographics and other characteristics of the corresponding group. For instance, since a large part of the qualified staff is about 25-35 years of age, a good option can be the introduction of an affordable childcare facility. The implementation of the plan needs to consider the resource base of the organization. Recruitment has to be improved to exclude the option of hiring under-qualified professionals that allow lapses in their work. Rigorous testing, the introduction of a trial period and test assignments can answer these concerns effectively. Ongoing training should be provided to personnel to help them navigate in the vast amount of information that can be used to improve their prospects. Integration of Services Services have to be integrated in a smooth way that will provide cooperation between various departments. This can become possible if the organization creates cross-functional teams that will unite professionals from different departments. These teams can meet on a regular basis, solving issues relevant to the customer. The implementation will be more successful if it is monitored by someone with experience in teamwork, perhaps in a different organization. Creation of User Community The programmers have to design and implement features on the website that will enable user comments to articles permitting users to get better to know each other. Comments have to be added at the bottom of the page, not eclipsing editorial content, but at the same time being visible to a new visitor.

Addition of weblogs to regular news coverage can be a viable option that will permit the organization to use its resources better to help people meet each other on the Web and share their thoughts and feelings.

The successful development of InternetGates.com will depend on the organization’s ability to realize its strategic planning. The mission statement developed by the company emphasizes its strengths, enabling it to take these strengths to a new level, generating a lasting competitive advantage. This mission was used to reflect on strategic objectives. The presence of three strategic objectives can be considered an optimal number for any organization as it will enable it to concentrate on key areas, without spreading its efforts too thin. These strategic objectives were translated into specific strategies that will support organizational development.

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Strategic Planning Essay Example

  • Healthcare and Nursing

What is Strategic Planning?

22 Dec 2022

Format: APA

Academic level: College

Paper type: Essay (Any Type)

Downloads: 0

Strategic planning is critical in all organizations to maintain competitive advantages or market positions, among many other reasons. Regardless, in healthcare, strategic planning encompasses the creation of objectives as well as the setting of practical goals. The outcome is to ensure the organization can determine its goals and set correct paths to achieve them. Additionally, the plans should motivate the employees to aid in making the organization achieve its target. In healthcare, the success of institutions is critical; by understanding the functionality of the organization, strategic plans are developed to affect the entire organization.

Additionally, to aid organizations to attain set targets, it must adhere to the set approach towards a successful future. The factors that affect the future of planning of an organization include, firstly, organizational priorities. In most healthcare organizations, the main priority is patient satisfaction (Haines, 2016). However, priority can hinder the objective, thus affecting future planning. The second factor is company resources; the evaluation of company resources actively determines the approach the organization is to apply (Haines, 2016). For example, if resources are limited, projects, and operations stall. Thirdly, contingency considerations to changes in the market; healthcare organizations must always forecast the institution’s future to prepare for any changes. The process relies on predictions and estimation (Haines, 2016). However, most of the process is based on statistics, and lack of can limit future planning.

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The analysis of strategic planning depicts the importance of strategy in helping organizations plan. The process relies on specific tools to attain the needed predictions. They include the SWOT (strengths, weaknesses, opportunities, and threats) analysis, Porter’s five forces, Visioning, VRIO framework, and PESTLE analysis (Haines, 2016). The tools identified offer mechanisms to analyze and monitor the environment from both a micro and macro business perspective.

Haines, S. (2016).  The systems thinking approach to strategic planning and management . CRC Press.

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Confrontations over immigration and border security are moving to the center of the struggle between the two parties, both in Washington, D.C., and beyond. And yet the most explosive immigration clash of all may still lie ahead.

In just the past few days, Washington has seen the collapse of a bipartisan Senate deal to toughen border security amid opposition from former President Donald Trump and the House Republican leadership, as well as a failed vote by House Republicans to impeach Department of Homeland Security Secretary Alejandro Mayorkas for allegedly refusing to enforce the nation’s immigration laws. Simultaneously, Texas Republican Governor Greg Abbott, supported by more than a dozen other GOP governors, has renewed his attempts to seize greater control over immigration enforcement from the federal government.

Cumulatively these clashes demonstrate how much the terms of debate over immigration have moved to the right during President Joe Biden’s time in office. But even amid that overall shift, Trump is publicly discussing immigration plans for a second presidential term that could quickly become much more politically divisive than even anything separating the parties now.

Trump has repeatedly promised that, if reelected, he will pursue “the Largest Domestic Deportation Operation in History,” as he put it last month on social media . Inherently, such an effort would be politically explosive. That’s because any mass-deportation program would naturally focus on the largely minority areas of big Democratic-leaning cities where many undocumented immigrants have settled, such as Los Angeles, Houston, Chicago, New York, and Phoenix.

“What this means is that the communities that are heavily Hispanic or Black, those marginalized communities are going to be living in absolute fear of a knock on the door, whether or not they are themselves undocumented,” David Leopold, a former president of the American Immigration Lawyers Association, told me. “What he’s describing is a terrifying police state, the pretext of which is immigration.”

How Trump and his advisers intend to staff such a program would make a prospective Trump deportation campaign even more volatile. Stephen Miller, Trump’s top immigration adviser, has publicly declared that they would pursue such an enormous effort partly by creating a private red-state army under the president’s command. Miller says a reelected Trump intends to requisition National Guard troops from sympathetic Republican-controlled states and then deploy them into Democratic-run states whose governors refuse to cooperate with their deportation drive.

Such deployment of red-state forces into blue states, over the objections of their mayors and governors, would likely spark intense public protest and possibly even conflict with law-enforcement agencies under local control. And that conflict itself could become the justification for further insertion of federal forces into blue jurisdictions, notes Joseph Nunn, a counsel in the Liberty & National Security Program at the Brennan Center for Justice at NYU Law School.

From his very first days as a national candidate in 2015, Trump has intermittently promised to pursue a massive deportation program against undocumented immigrants. As president, Trump moved in unprecedented ways to reduce the number of new arrivals in the country by restricting both legal and illegal immigration. But he never launched the huge “deportation force” or widespread removals that, he frequently promised, would uproot the estimated 11 million undocumented immigrants already in the United States during his time in office. Over Trump’s four years, in fact, his administration deported only about a third as many people from the nation’s interior as Barack Obama’s administration had over the previous four years, according to a study by the nonpartisan Migration Policy Institute .

Read: The GOP’s true priority

Exactly why Trump never launched the comprehensive deportation program he promised is unclear even to some veterans of his administration. The best answer may be a combination of political resistance within Congress and in local governments, logistical difficulties, and internal opposition from the more mainstream conservative appointees who held key positions in his administration, particularly in his first years.

This time, though, Trump has been even more persistent than in the 2016 campaign in promising a sweeping deportation effort. (“Those Biden has let in should not get comfortable because they will be going home,” Trump posted on his Truth Social site last month .) Simultaneously, Miller has outlined much more explicit and detailed plans than Trump ever did in 2016 about how the administration would implement such a deportation program in a second term.

Dismissing these declarations as merely campaign bluster would be a mistake, Miles Taylor, who served as DHS chief of staff under Trump, told me in an interview. “If Stephen Miller says it, if Trump says it, it is very reasonable to assume that’s what they will try to do in a second term,” said Taylor, who later broke with Trump to write a New York Times op-ed and a book that declared him unfit for the job . (Taylor wrote the article and book anonymously, but later acknowledged that he was the author.)

Officials at DHS successfully resisted many of Miller’s most extreme immigration ideas during Trump’s term, Taylor said. But with the experience of Trump’s four years behind them, Taylor told me Trump and Miller would be in a much stronger position in 2025 to drive through militant ideas such as mass deportation and internment camps for undocumented migrants. “Stephen Miller has had the time and the battle scars to inform a very systematic strategy,” Taylor said.

Miller outlined the Trump team’s plans for a mass-deportation effort most extensively in an interview he did this past November on a podcast hosted by the conservative activist Charlie Kirk. In the interview, Miller suggested that another Trump administration would seek to remove as many as 10 million “foreign-national invaders” who he claims have entered the country under Biden.

To round up those migrants, Miller said, the administration would dispatch forces to “go around the country arresting illegal immigrants in large-scale raids.” Then, he said, it would build “large-scale staging grounds near the border, most likely in Texas,” to serve as internment camps for migrants designated for deportation. From these camps, he said, the administration would schedule near-constant flights returning migrants to their home countries. “So you create this efficiency by having these standing facilities where planes are moving off the runway constantly, probably military aircraft, some existing DHS assets,” Miller told Kirk.

In the interview, Miller acknowledged that removing migrants at this scale would be an immense undertaking, comparable in scale and complexity to “building the Panama Canal.” He said the administration would use multiple means to supplement the limited existing immigration-enforcement personnel available to them, primarily at U.S. Immigration and Customs Enforcement, better known as ICE. One would be to reassign personnel from other federal law-enforcement agencies such as the Bureau of Alcohol, Tobacco, Firearms and Explosives and the DEA. Another would be to “deputize” local police and sheriffs. And a third would be to requisition National Guard troops to participate in the deportation plans.

Miller offered two scenarios for enlisting National Guard troops in removing migrants. One would be in states where Republican governors want to cooperate. “You go to the red-state governors and you say, ‘Give us your National Guard,’” he said. “We will deputize them as immigration-enforcement officers.”

The second scenario, Miller said, would involve sending National Guard forces from nearby Republican-controlled states into what he called an “unfriendly state” whose governor would not willingly join the deportation program.

Read: The specter of family separation

Even those sweeping plans understate the magnitude of the effort that mass deportations would require, Jason Houser, a former chief of staff at ICE under Biden, told me. Removing 500,000 to 1 million migrants a year could require as many as 100,000–150,000 deputized enforcement officers, Houser believes. Staffing the internment camps and constant flights that Miller is contemplating could require 50,000 more people, Houser said. “If you want to deport a million a year—and I’m a Navy officer—you are talking a mobilization the size of a military deployment,” Houser told me.

Enormous legal resources would be required too. Immigration lawyers point out that even if Trump detained migrants through mass roundups, the administration would still need individual deportation orders from immigration courts for each person it wants to remove from the country. “It’s not as simple as sending Guardsmen in to arrest everyone who is illegal or undocumented,” said Leopold, the immigration lawyer.

All of this exceeds the staffing now available for immigration enforcement; ICE, Houser said, has only about 6,000 enforcement agents. To fill the gap, he said, Trump would need to transfer huge numbers of other federal law-enforcement agents, weakening the ability of agencies including the DEA, the FBI, and the U.S. Marshals Service to fulfill their principal responsibilities. And even then, Trump would still need support from the National Guard to reach the scale he’s discussing.

Even if Trump used National Guard troops in supporting roles, rather than to “break down doors” in pursuit of migrants, they would be thrust into highly contentious situations, Houser said.

“You are talking about taking National Guard members out of their jobs in Texas and moving them into, say, Philadelphia and having them do mass stagings,” Houser said. “Literally as Philadelphians are leaving for work, or their kids are going to school, they are going to see mass-deportation centers with children and mothers who were just in the community working and thriving.” He predicts that Trump would be forced to convert warehouses or abandoned malls into temporary relocation centers for thousands of migrants.

Adam Goodman, a historian at the University of Illinois at Chicago and the author of The Deportation Machine , told me, “There’s no precedent of millions of people being removed in U.S. history in a short period of time.” The example Trump most often cites as a model is “Operation Wetback,” the mass-deportation program—named for a slur against Mexican Americans—launched by President Dwight Eisenhower in 1954. That program involved huge sweeps through not only workplaces, but also heavily Mexican American communities in cities such as Los Angeles. Yet even that effort, despite ensnaring an unknown number of legal residents, removed only about 250,000 people, Goodman said. To deport the larger numbers Trump is promising, he would need an operation of much greater scale and expense.

The Republican response to Texas’s standoff with the Biden administration offers Trump reason for optimism that red-state governors would support his ambitious immigration plans. So far, 14 Republican-controlled states have sent National Guard troops or other law-enforcement personnel to bolster Abbott in his ongoing efforts to assert more control over immigration issues . The Supreme Court last month overturned a lower-court decision that blocked federal agents from dismantling the razor-wire barriers Texas has been erecting along the border. But Abbott insists that he’ll build more of the barriers nonetheless. “We are expanding to further areas to make sure we will expand our level of deterrence,” Abbott declared last Sunday at a press conference near the border , where he was joined by 13 other GOP governors. Abbott has said he expects every red state to eventually send forces to back his efforts.

But the National Guard deployments to Texas still differ from the scenario that Miller has sketched. Abbott is welcoming the personnel that other states are sending to Texas. In that sense, this deployment is similar to the process under which George W. Bush, Obama, Trump, and now Biden utilized National Guard troops to support federal immigration-enforcement efforts in Texas and, at times, other border states: None of the governors of those states has opposed the use of those troops in their territory for that purpose.

The prospect of Trump dispatching red-state National Guard troops on deportation missions into blue states that oppose them is more akin to his actions during the racial-justice protests following the murder of George Floyd in summer 2020. At that point, Trump deployed National Guardsmen provided by 11 Republican governors to Washington, D.C., to quell the protests.

The governors provided those forces to Trump under what’s known as “hybrid status” for the National Guard (also known as Title 32 status). Under hybrid status, National Guard troops remain under the technical command of their state’s governor, even though they are executing a federal mission. Using troops in hybrid status isn’t particularly unusual; what made that deployment “unprecedented,” in Joseph Nunn’s phrase, is that the troops were deployed over the objection of D.C. Mayor Muriel Bowser.

The hybrid status that Trump used in D.C. is probably the model the former president and Miller are hoping to use to send red-state National Guard forces into blue states that don’t want them, Nunn told me. But Nunn believes that federal courts would block any such effort. Trump could ignore the objections from the D.C. government because it’s not a state, but Nunn believes that if Trump sought to send troops in hybrid status from, say, Indiana to support deportation raids in Chicago, federal courts would say that violates Illinois’ constitutional rights. “Under the Constitution, the states are sovereign and coequal,” Nunn said. “One state cannot reach into another state and exercise governmental power there without the receiving state’s consent.”

But Trump could overcome that obstacle, Nunn said, through a straightforward, if more politically risky, alternative that he and his aides have already discussed. If Trump invoked the Insurrection Act, which dates back to 1792, he would have almost unlimited authority to use any military asset for his deportation program. Under the Insurrection Act, Trump could dispatch the Indiana National Guard into Illinois, take control of the Illinois National Guard for the job, or directly send in active-duty military forces, Nunn said.

“There are not a lot of meaningful criteria in the Insurrection Act for assessing whether a given situation warrants using it, and there is no mechanism in the law that allows the courts or Congress to check an abuse of the act,” Nunn told me. “There are quite literally no safeguards.”

Read: America’s immigration reckoning has arrived

The Insurrection Act is the legal tool presidents invoked to federalize control over state National Guards when southern governors used the troops to block racial integration. For Trump to invoke the Insurrection Act to instead target racial minorities through his deportation program might be even more politically combustible than sending in National Guard troops through hybrid status during the 2020 D.C. protests, Nunn said. But, like many other immigration and security experts I spoke with, Nunn believes those concerns are not likely to dissuade a reelected Trump from using the Insurrection Act if courts block his other options.

In fact, as I’ve written , a mass-deportation program staffed partially with red-state National Guard forces is only one of several ideas that Trump has embraced for introducing federal forces into blue jurisdictions over the objections of their local leaders. He’s also talked about sending federal personnel into blue cities to round up homeless people (and place them in camps as well) or just to fight crime. Invoking the Insurrection Act might be the necessary predicate for those initiatives as well.

These plans could produce scenes in American communities unmatched in our history. Leopold, to take one scenario raised by Miller in his interview, asks what would happen if the Republican governor of Virginia, at Trump’s request, sends National Guard troops into Maryland, but the Democratic governor of that state orders his National Guard to block their entry? Similarly, in a huge deportation sweep through a residential neighborhood in Los Angeles or Chicago, it’s easy to imagine frightened migrant families taking refuge in a church and a Democratic mayor ordering local police to surround the building. Would federal agents and National Guard troops sent by Trump try to push past the local police by force?

For all the tumult that the many disputes over immigration are now generating, these possibilities could prove far more disruptive, incendiary, and even violent.

“What we would expect to see in a second Trump presidency is governance by force,” Deana El-Mallawany, a counsel and the director of impact programs at Protect Democracy, a bipartisan group focused on threats to democracy, told me. “This is his retribution agenda. He is looking at ways to aggrandize and consolidate power within the presidency to do these extreme things, and going after marginalized groups first, like migrants and the homeless, is the way to expand that power, normalize it, and then wield it more broadly against everybody in our democracy.”

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