Strategic Planning

Strategic Thinking versus Strategic 'Planning'

Dr. William (Bill) Corley,
Consultant, Atlanta, Georgia

"Innovate. If you're not innovating...you're decaying."

My preferred description of a valid contemporary planning process is: "Strategic Thinking"

Most of us, though, belong to the "Christopher Columbus School of Management." Here's Columbus:

When he left he didn't know where he was going.

When he got there he didn't know where he'd been.

When he got back, he couldn't tell where he'd been.

Most strategic plans" consist of...

Mission Statement

Situational Assessment--good, bad, gaps, etc.

Goals

Key Strategic Issues--thru "gap analysis"

Action Plan(s)--what, how, when, who

It's logical, easy to develop, BUT not enough! Ther're mostly quantitative rather than qualitative!

Old-style planning doesn't change the character of the program/organization
It assumes the same (existing) outside influences will remain the same
It internally generated data is not as important as outside acceptance

What our organizations need is:

More flexibility

More and broader involvement

More relevancy to internal and external stakeholders

"More than ever, insight into tomorrow is the difference between success and failure." Think globally; act locally; stay in front of the trends. READ! At least books a month! Anticipate what's going to happen; develop programs to meet those needs.

From 1961 to 1986, GE led the world in new patents. In 1990, it was 5^th; in '91, 8^th. GE, like most U.S. companies was "stuck in rut" and surpassed by many foreign companies. GE was "lost" in its strategic plan.

"Foreign competition" bested us while we were engrossed in "strategic planning." It doesn't work! Why?

It's a skeleton unconnected by muscle, ligaments--worse: no heart

Strategic planning lacks the ability to marshal energy for the "last kick"

(spirit) needed to succeed today

"We are engaging in the Third World War. This one won't be won by Schwartzkoff. It's going to be won by someone who can think." July 8, 1991, Forbes magazine

Strategic Thinking (ST) causes us to think through qualitative aspects; we must decide on a common and shared vision and strategy for the future of the organization.

It's not crisis management, resolving a current problem, "putting out fires"
What if? Why not? Those are the questions, encourage them!

The two key elements for Strategic Thinking:

1) Lack of / diminishing resources

2) Business conducted outside our domestic organizational boundaries--if I don't do it, someone else will. Services will combine, but how and by whom? Anticipate, adapt, or someone else will be doing your work!

Strategic Thinking…

Start with the leader(s) in the organization
Determine what you want to "look" like (not "do") in one year.
Develop a picture or "profile" of what you want the organization to look like
Type of thinking that shapes and clarifies the organizations future strategic profile.

Decision that "fit" [the profile, vision] are kept, applied; all others ignored, rejected

Strategic Thinking is the framework for strategic and organizational plans.

An organization's strategic profile:

Nature of its services
Nature of its customers
Nature of its market segments--those you'll go after.
Nature of its geographic markets--even the world!

Questions tou should ask:

1) What services will we provide--not provide?
2) Which customer groups will we pursue?

Vision - a mental image produced by the imagination
Value - "a principle or standard considered worthwhile or desirable."

10 steps that keeps Strategic Thinking off the shelf and into action...

1) Pull out values/vision from the haze

2) Find something you can get hands around

3) Find something you're really good at!

4) Stop drawing lines and boxes (organizational charts)

5) Use scenarios and "trigger points" ( What if? )

6) Let the roots run deep and wide

7) Move auth all the way out to the edges!

Develop your staff! Give information, auth and hold them accountable

8) Carefully craft and package communication

9) Seek, hunt, learn...nonstop

10) Make the whole march or don't take the first step.

Think in terms of circles

Strategic Thinking. That's what the "GE's" were lacking

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Results Management

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Operational Plan

(What, When, How, Who)

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Program evaluation (on-going, not periodic)

Click here for graphic of the above Corley idea

* "Tell me, I'll forget. Show me, I may remember. Involve me, I'll understand."

* Leaders are able to visualize what is possible and communicate that vision!
"Package" what you want to get across. Put it in means/methods/language that makes them want to embrace it.)

"If it don't fit, don't force it?"

Fundamental characteristics of Strategic Thinking. Strategic Thinking...

Is a mind set

Is eclectic

Values intuition

Is distributed at all levels -- all staff must know and share it

Prizes integrity

Improves with experience -- more it is used, the better, the easier

Is passionate

Recognizes the primacy of the customer {They are in control; We aren't!

Is focused on driving forces that inspire and differentiate

Seeks quality

Is Flexible

Is Coached ( "coachable" )

Proactive and Reactive Language

Reactive Proactive

There's nothing I can do Let's look at alternatives

That's just the way I am I can choose to be whatever

He/She makes me mad I control your feelings

They won't allow that I create effective presentations

I have to do that I choose the approp

I can't I choose

I must I prefer

If only I will

Strategic Thinking makes change the "norm" in your org!
Remove "personalities" from the picture...
Transitional, incremental management -- as in coddling poor performing staff -- does not work. People who keep you from being creative and innovative must be dealt with. Define functional tasks, set time limits, act decisively when they fail to perform. Make the change that's needed!
"Shared values are the best base for teamwork."
"Focus on continuous improvement rather than static perfection.

*Reactive*	*Proactive*
There's nothing I can do	Let's look at alternatives
That's just the way I am	I can choose to be whatever
He/She makes me mad	I control your feelings
They won't allow that	I create effective presentations
I have to do that	I choose the approp
I can't	I choose
I must	I prefer
If only	I will

Strategic Thinking versus Strategic 'Planning'

Dr. William (Bill) Corley, Consultant, Atlanta, Georgia

Dr. William (Bill) Corley,
Consultant, Atlanta, Georgia