Where are we now?
- trends in the external environment, particularly in the marketplace, can help (opportunities) or hurt us (threats)?
- markets should we focus on? What should our strategy be in each?
- are our internal strengths and weaknesses?
- are our core competencies that can leverage to beat the competition, furthermore, meet our customers’ needs, and ensure our future?
- Taking our SWOTs into account, moreover, what are our priority strategic issues–those issues that must solve if we are to have an excellent future?
Where do we want to be?
- What is our fundamental purpose in life? Why do we exist?
- What is our vision for the future? What do we want to become?
- How do we define the scope of our future business, including markets, products, and services?
- What values will guide our actions toward our internal and external stakeholders?
- Our objectives?
- The key areas in which we must get measurable results, so, if we are to fulfil our vision?
- What are our specific objectives in these areas? so, When will we be able to measure results in each?
How we get there?
- our strategic alternatives—different ways we could structure, run, or dispose of the business?
- are our selected “grand strategies” for the business, including growth posture furthermore, means of change such as internal growth or acquisitions?
- are our external operations strategies due to those things we will do to sustain a competitive advantage?
- our key internal strategies—those actions, investments, and processes critical to sustaining our external advantage?
- are the handfuls of priority issues, or programs that will help us to implement our strategies?
Who must do what?
Delegated objectives and action plans:
- Have objectives and priority issue programs been delegated to the departments, teams, and people who must implement them?
- Have measurable and realistic action plans been developed to meet these objectives?
- Or did we ensured that the plans and actions of key leverage individuals and departments are aligned with the corporate direction?
How are we doing?
- Do we have an effective top-team mechanism to review program action plans and progress toward objectives?
- Do we have a mechanism to ensure that lower-level plans, important to corporate strategy, are under review?
- Are individuals and teams held accountable for their plan results and getting rewards or not accordingly?
What is important to recognize is that the plan is not static. Once the plan is in place, it is not to be put on the shelf and forget. Rather, the plan should be a living and breathing document that is under review quarterly
The strategic planning process as we use it is to step outside the company and navigate it through the pitfalls if it is ever to realize it’s potential. It forces not only the CEO but also allows a forum to get busy-inn from the rest of the organization to shape and form the company,”
After a decade of immense study in this field, I have chosen to contribute as an entrepreneur with a wealth of experience across industries and market segments by helping through blogs. I have a proven record of building e-commerce platforms and a ready network of marketing and sales channels to reach a large audience. Moreover, I take a pragmatically unconventional approach towards describing how making small modifications in a person thinking, can yield massive results in their day-to-day lives.