Strategic Planning: Beyond the Buzzword

At the beginning of a year, or the end. Sometimes, during quarterly review sessions or even at leadership meetings, strategic planning is an intricate part of every organisation. As popular as the usage of the phrase “strategic planning” is in depicting events that embody moments where thoughts are put together for organisational progression, without a thorough understanding of the elements that make this kind of planning different from others, strategic planning would only mirror every other planning session and may only be a word thrown around for the want of it.

Beyond the buzz, what truly makes strategic planning unique?

Several elements make strategic planning different from that quick planning session you just had with your team. Let’s explore some of them.

• Articulating Vision and Mission

As common as this may sound, not every planning session needs a clear articulation of vision and mission (probably because a strategic session already did that). Strategic planning sessions would usually incorporate (most times, start with) dedicated periods for an organisation to either craft from scratch (for startups or new business ventures under existing ones) or review and rearticulate their vision and mission.

This, according to Becca ….., an Associate Consultant at Rhizome Consulting, is the backbone of every strategic planning session as it sets a clear vision and mission that forms the anchor for further planning and deliberations.

Having a vision and/or mission is one thing. Articulating it in such a way that it is concise and understood by stakeholders is another.

Do you desire a clear articulation of your vision and mission? Do things look vague now? This is where Rhizome Consulting can help you. Contact us today and one of our experts will be in touch with you.

• Retrospectives

There lies the temptation for organisations to constantly keep their foot on the accelerator, trying to achieve big things. As much as this looks and sounds good, it is not the best way to go.

Strategic planning provides the opportunity to stop or, maybe we should say pause, in retrospect. During these moments, the organisation can ask amongst many other questions, the “what and why”, in retrospect. That is, what has happened and why it did. Organisations can gather vital information that forms lessons learned and further informs future strategies.

• Setting Objectives

While the vision and mission are mostly fixed and long-term (probably last the lifetime of the organisation), objectives are relatively long-term but would change based on factors such as business needs, external changes, new markets, competitions, innovations, etc.

Strategic planning offers the opportunity to think through organisational objectives. For example, what direction should the organisation go or what new way of work should we embrace in the next decade that will support the realisation of our vision and achieve our mission?

• Developing Strategy

The heart of strategic planning lies in developing a robust strategy that aligns with the organisation’s vision and mission. This involves identifying the key areas of focus, determining the resources required, and mapping out the path to achieving the set objectives. A well-developed strategy serves as a roadmap, guiding the organisation through the complexities of the business landscape.

• Breaking Down the Tactics

Once the strategy is set, the next step is to break it down into actionable tactics. These are the specific actions and steps that will be taken to execute the strategy. It involves detailed planning, assigning responsibilities, and setting timelines. The tactics make the strategy operational, turning high-level ideas into on-the-ground actions.

• Setting Targets

Targets are quantifiable goals that serve as benchmarks for measuring the organisation’s progress toward its objectives. They are specific, measurable, achievable, relevant, and time-bound (SMART). Setting targets helps to focus efforts and resources on what’s most important and provides a clear indicator of success.

• Articulating KPIs

Key Performance Indicators (KPIs) are the metrics used to evaluate the success of an organisation in achieving its targets. They provide a way to measure performance and are essential for monitoring progress and making informed decisions. During strategic sessions, KPIs are carefully selected to ensure they reflect the critical success factors of the organisation.

• Exploring Risks

No strategic plan is complete without a thorough risk assessment. Exploring risks involves identifying potential challenges and obstacles that could impede the organisation’s progress. It also includes developing contingency plans and strategies to mitigate these risks. Understanding the risks allows the organisation to be proactive rather than reactive in the face of uncertainties.

Contact us today to unlock the full potential of your organisation. With our proven track record in delivering tailored Organisational Development and Human Capital solutions across public, private, and development sectors, we excel in addressing diverse challenges and crafting bespoke strategies. Let us guide your discussions, articulate your vision, and facilitate the path to achieving your objectives.