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Strategic Planning



A step-by-step process for deciding upon the best direction for your company�s future. The process begins with a frank examination of where you stand today, coupled with quantifiable goals for where you want to be tomorrow. Once these foundations are established, we assist you in setting measureable objectives and financial matrixes for reaching your goals, and in implementing the processes that will get you to the next level.

"Companies that Create Their Future

are more Successful than Followers"


The Challenge:

A large number of companies are suffering from a fixation on the status quo � a corporate form of "rigormortis." High performing companies take a different approach � they create their future by thinking and discussing all possible directions for growth. By taking this path, they explore ways that their business can be strengthened and competitive advantages implemented. It is no longer safe to maintain the business as usual approach to planning; leaders must take the initiative to recreate their business as if necessary to grow and prosper.

The Process:

We utilize a proven and validated step-by-step process for strategic planning.
There are seven core steps involved in our process as outlined below:

Step One: Corporate Values
These give meaning to the collective do�s and don�ts that organizations aspire and pursue on a daily basis. Our experience has shown a one-to-one relationship between the strategic goals that are accomplished and those goals that are continually extended rather than achieved. They are a must have for successful organizations.

Step Two: Mission and Vision Statements
These will crystallize the overarching purpose, essence and direction for the organization. Used properly, they can motivate everyone within the organization. It is the key for providing clear direction and focus to every level of the company.

Step Three: Major Driving Force
You identify the underlying business concepts that drive the company or the business units of a company. When planning the future of the organization, it becomes critical to determine what drives the success of the organization or business unit. It also guides you in determining the key strategy to become a market leader and the accompanying areas of excellence that need to be developed to insure market leadership.

Step Four: SWOT (Strengths, Weaknesses, Opportunities, and Threats)
In order to develop complete strategies for each business unit within your organization, key decision makers need to identify your internal strengths (to leverage for competitive advantage) and weaknesses (potential disadvantages and areas for improvement or restructure). You will examine the external marketplace for opportunities and threats to your market position. This step allows for full coverage of contingency plans needed during implementation.

Step Five: Major Strategic Goals
Discussing and answering the question of "Where does the company need to be in three to five years?" You will identify and create the major strategic goals that will drive your everyday actions during this time period.

Step Six: Year by Year Implementation Targets
After the strategic goals have been identified, the "tactical phrase" begins. Developing yearly measurements for achievement of the strategic goals brings a "top of mind" awareness to the process. Budgets will spin off this information and data that will insure the success of the plan.

Step Seven: First Year Action Plans
Here is the payoff starting point of the process. Each member on the planning team will identify specific areas of the plan that they will target during the first year of implementation. Taking responsibility for developing action plans for each major initiative, you can monitor critical steps, activities, and milestones needed to fulfill the first year commitment.

Finally, formal reviews for strategic progress can be developed, administrated and facilitated by our staff. Updates regarding new processes, trends, market analysis can be provided or facilitated. The most important part of this process is the on-going implementation of the plan. Therefore, we encourage the formalization of strategic reviews and continuous updates to the action plans.

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