forces you to
scrutinize your company. You must examine your strengths, weaknesses,
opportunities, threats, policies, and people. It forces you to confront reality
and make tough decisions. Your strategic plan will fuse all the critical
elements-corporate finance, situational analysis, mission statements, task
assignments, implementation guidelines, control systems, and contingency plans.
In the end, you’ll have a road map to future growth and success.
We Only Facilitate
the Strategic Planning Process
We firmly believe that the
plan must come from the
After you spend
hours formulating your strategic plan... will it succeed?
the execution of your strategy that produces results.
What factors lead companies to
fail in executing their best ideas—and how can you avoid making the same
We will help you to execute your strategic
initiatives to ensure successful outcomes:
sabotaging of your efforts
Execution Breakthrough Goals—short-term
breakthrough goals and rapid-cycle action can be the key to achieving your long
term visions and goals
systematic process needs to be followed to assure that successful plan execution
is built into your organization’s culture
THE STRATEGIES PLANNING
Essentially, the process consists of:
- Detaching the company officers periodically from their daily jobs
to enable them to concentrate on developing their planning skills.
- Placing the officers in an environment conducive to an intensive
study and solution of organization's planning problems.
guidance and direction throughout the planning process so that management
acquires the skills to produce and implement a workable long-range strategic
FIRST STEP IN THE PROCESS
objectives of the sessions are to:
- Agree upon a definition of the nature of the organization, the
polices which guide its future development, its organization and manpower
resources, and its fundamental characteristics.
- Analyze existing resources and identify strong areas that can be
exploited and weak areas that should be strengthened.
- Establish tentative objectives for the long-term continuing
development of the organization and specific targets to be reached during the
- Determine what kinds of additional information will be needed about
specific aspects of the organization to evaluate possible courses of action.
- Assign specific data-gathering tasks to each officer, and realistic
due dates for assembling this data. On the basis of these due dates the
organization will schedule its next session.
INTERCESSION FOR DATA GATHERING
length of time between the two sessions is determined by the quantity and
availability of the information required. While it should be kept as short as
possible to preserve the momentum of the process, it is essential that all
necessary input data be converted into, and presented in, a meaningful form -
before the next session begins.
Depending on the firmness of the tentative objectives set in the previous
session, it may be desirable to assemble data for alternative strategies to