Six Ideas for Strategic Planning Sessions & Tools to Implement Them

Back in the late ’90s, I faced the challenge of growing our small marketing strategy firm. Coming from a sales background, my go-to method was “pounding the pavement.” However, I quickly realized that this approach alone wouldn’t suffice. We needed a plan. We needed a strategy. So, I did some research and stumbled upon a “strategic planning template.” Using this tool, I crafted a plan for our firm, and it worked wonders. This simple strategic planning model ignited my passion for strategic planning.

Since then, I’ve learned that one size does not fit all. As much as I’d love to believe it’s true, StratOp (the system I lead my clients through) is not for everyone. So today I’m going to help you identify the best strategic planning ideas and tools you can use to propel your company forward.

Why Your Organization Needs a Strategic Planning Workshop

While not every company needs StratOp, I firmly believe that every company needs a strategic plan. Simply put, you can’t reach your organizational goals without one. Sure, you can grow and make money, but you won’t do so as efficiently and effectively as possible without a clear plan. A solid strategic plan defines your current reality, sets specific targets, and maps out the path to achieve those targets. It also unites the team in focusing on hitting those targets.

The best way to develop a plan is through a strategic planning workshop. Too often, plans created by one or two people (sometimes a consultant) end up in a binder on a shelf, forgotten and unused. On the other hand, a well-facilitated strategic planning workshop brings together the best minds, away from daily operations, to work ON the business. When done correctly, a cross-functional team can quickly and accurately identify the core issues facing the company and create a plan that becomes the roadmap for growth and sustainability.

Strategic Planning Workshop Ideas & Models

When exploring the myriad strategic planning models out there, it’s important to recognize that the best ones all share a common foundation. They should:

1. Pinpoint the current reality
2. Define the long-term goals
3. Chart a course to achieve those goals
4. Ensure the team remains accountable for executing the plan

1. StratOp

Yes, I’m biased. I believe StratOp is the premier strategic planning model for organizations of any size. It features six well-defined phases that work in unison to propel an organization forward. Here’s a closer look at these phases:

Phase 1: Perspective

The journey begins with gaining perspective. “Perspective before planning” is a cornerstone for success. With the right perspective, the strategic plan almost writes itself. This phase focuses on defining the current reality of the organization.

Phase 2: Core Plan

Armed with a clear perspective, we create a dynamic core strategic plan. This plan is grounded in shared fundamental beliefs and a strong rationale. By asking, “Where are we headed?” the team crafts the core plan from the insights gathered in Phase 1.

Phase 3: Action

With the core plan in place, the team is poised to move forward together. A key benefit of the StratOp Process is that breakthroughs become cross-functional, engaging the entire team. The core plan forms the foundation for a unified action plan, with departmental plans aligning to the master plan.

Phase 4: Structure

Structure ensures timely decision-making. With the core and action plans established, we address the necessary structural requirements. Leaders ensure that organizational structure, culture, systems, processes, and staffing all support the plan.

Phase 5: Management

The StratOp Process includes a system for ongoing, regular feedback to manage strategic plan implementation. By asking, “How are we doing?”, teams learn to manage the plan’s various components on a weekly, monthly, and quarterly basis.

Phase 6: Renewal

Annually, the leadership team reconvenes to review and renew the core strategic plan. This facilitated session brings fresh perspective, resetting current action items, opportunities, patterns, trends, objectives, and goals for the coming year.

2. The Basic Strategic Planning Model

For smaller organizations with just one or two leaders, a traditional strategic planning model can be an excellent starting point. This was the approach I took at our marketing firm. Here’s a simple template for this strategic planning model:

• SWOT Analysis: Identify the key strengths, weaknesses, opportunities, and threats relevant to the company now and in the foreseeable future.
• Vision: Envision what the company will look like in five years.
• Mission Statement: Define the central purpose of the organization.
• Corporate Practices: Establish the values that will govern how team members treat each other and their various audiences.
• Unique Value Proposition: Describe what the organization excels at, and what aspect of the group, service, or need is unique and not offered by any competitor.
• Business Objectives: Set long-term organizational goals and targets.
• Key Strategies: Define where the organization will “play” and what it will do to “win the game.”
• Action Plan: Outline the set of activities needed to reach the business objectives.

3. Goal-Based Planning

A goal-based strategic planning model zeroes in on setting clear, measurable objectives. This data-driven approach includes the following steps:

• SWOT Analysis: Utilize the traditional SWOT tool to identify areas of strength, opportunities, weaknesses, and threats.
• Goals: Based on the SWOT results, set specific, measurable goals that help optimize strengths, leverage opportunities, address weaknesses, and minimize threats.
• Develop Strategies: Prioritize actionable strategies to meet these goals. Think high level and ask questions like, “How are we going to uniquely achieve our goals and objectives?” For instance, bypassing traditional wholesale channels to market directly to consumers might be a unique strategy.
• Create an Action Plan: Develop a detailed action plan outlining specific steps, responsible parties, and due dates for achieving the goals over the next year.
• Resources: Determine and allocate the necessary resources, including budget and personnel, to support the implementation of the action plan.

4. Strategic Alignment

Strategic alignment is the process of syncing up the various departments’ “sub-strategies” with the overarching goals of the organization. It ensures that strategy isn’t just high-level jargon reserved for executives but permeates throughout the entire company, enabling holistic execution.

Strategic alignment is a deliberate process and often the key ingredient for success. It’s about organizing the internal and external elements of your organization (think of the “Structure” phase of StratOp) to support long-term goals. When these elements are aligned, your organization is set up for sustained success. High-performing organizations thrive because they are aligned, engaged, prepared, and adaptable.

To achieve this, ask yourself, “Do we have the right people, processes, structures, and technology to meet our strategic objectives?” Getting these components right is essential. Efforts to communicate and implement strategy will fall flat if the structural elements aren’t in place.  Strategic alignment ensures that the organizational structure matches the business needs, setting the stage for achieving strategic objectives.

5. Real-Time Planning

Real-time strategic planning is a more unconventional approach, designed for organizations that need to stay nimble and adapt their strategies on the fly. This model is ideal for companies where traditional long-term plans quickly become outdated due to a rapidly changing environment. Nonprofits and tech firms often find this approach particularly useful.

In real-time strategic planning, strategies are developed across three key levels: organizational, programmatic, and operational. At the organizational level, you define the mission, vision, and business description. The programmatic strategy focuses on how to achieve the organizational mission within current markets through specific approaches and offerings. Finally, the operational level hones in on internal processes, systems, and personnel to ensure that in-house structures support the overall strategy. By integrating these three levels, leaders can create criteria for continuously developing, testing, implementing, and adapting strategies, allowing for agile and informed responses to shifting circumstances.

6. Theory of Change (TOC)

This strategic planning model flips the traditional approach by starting with the desired outcomes and working backwards to map out the necessary steps. The idea is to pinpoint what you want to achieve and then outline the activities that will lead to those outcomes. This method helps clarify the connection between required activities and long-term goals.

Creating a theory of change isn’t a solo project; it’s best tackled in a strategic planning workshop with key leaders. Here’s how the process typically unfolds:

1. Problem Identification and Goal Setting: Clearly articulate the problem that needs solving and the exact outcome you desire. Be specific about whether the issue is internal or external.
2. Determine Outputs and Outcomes: Distinguish these from your goals. For example, if your goal is to increase sales, an output could be increasing revenue from a particular product line by 15% over the next year.
3. Define Inputs and Activities: Identify the resources needed to achieve the desired outputs and outcomes. Specify the actions, processes, and steps necessary to turn inputs into results, such as hiring two new salespeople to meet your revenue target.
4. Identify Potential Risks: Outline potential risks, obstacles, and delays that could derail your plan. Develop strategies to minimize their impact if they materialize.
5. Define Performance Metrics: Establish how you’ll measure the progress and success of each output. Clear metrics will help you track whether your plan is working.
6. Monitor Progress: Implement a regular review rhythm to assess the plan’s effectiveness. This will highlight what needs tweaking, changing, or maintaining. Get feedback from those on the front lines to ensure an accurate assessment.
7. Communicate: Ensure all stakeholders understand what’s being done, why, and what the end results will be. Communicate clearly and regularly to keep everyone aligned with the plan’s story.

Tools for Strategic Planning Meetings

SWOT Analysis

This classic tool leads a team through determining it’s Strengths, Weaknesses, Threats and Opportunities. For a unique twist on this famous tool, check out my blog post on the SWOT

Balanced Scorecard

The balanced scorecard is a strategic planning and management system that organizations use to hone their strategy and boost performance. It considers four key areas: finance, internal operations, customers, and learning and development.

Hoshin Kanri

This methodology literally translates to “how do we manage our direction?” or “the management of objectives.” It’s crafted to ensure that strategic goals permeate and are realized throughout the entire organization. By cascading communication on strategic initiatives up and down through management structures, it reduces the waste caused by inefficient communication.

PEST/PESTLE

A PEST or PESTEL analysis is a straightforward and powerful tool for examining the external environment impacting an organization. PEST stands for “political, economic, social, and technological,” while PESTEL adds “legal” and “environmental” factors. Similar to what we learn in SWOT analysis, understanding the external environment helps identify both opportunities to leverage and threats to defend against. The aim is to gain a comprehensive view of the world surrounding the organization.

Gap Analysis

A gap analysis offers a straightforward assessment of where the organization stands today compared to the desired results. Much like the StratOp process, it involves asking three critical questions:

1. Where do we stand today?
2. Where do we wish we were?
3. How are we going to get there?

These questions help pinpoint gaps in processes, operations, and more. The outcome? A clear focus on areas that need attention.

Working with a Strategic Planning Consultant

I truly enjoy collaborating with teams to help them discover clarity and focus for their organizations. Whether it’s a small non-profit or a sprawling, multi-divisional company, the outcome of the StratOp process is always the same: enhanced effectiveness, improved efficiency, and overall team and revenue growth.

Let’s Get Started

If you have questions about how to get started with strategic planning or a strategic planning workshop, feel free to contact me. We can set up a very relaxed, informal chat to help get you on your way.