Rethinking Strategic Planning Process

Rethinking the process for Strategic Planning

... a post-pandemic approach.

The planning process has changed (for the better) since COVID.

The pandemic forced us to work differently.

Public health guidelines meant that many of us worked remotely via video-conferencing rather than meeting in person.
As strategy and meeting facilitation experts, we witnessed a paradigm shift: executive teams devised plans in a novel way that never would have been considered in the pre-pandemic world.

There are two parts to strategic planning.
Strategic planning – no matter the time horizon (1, 3, or 5 years) – has two parts:

The plan document(s)
The process of devising the plan: Establishing and/or revising the mission, vision, values, SWOT, goals, objectives, strategies, tactics and implementation

Let’s review the pre- and post-pandemic scenarios: "before" and the "new approach"

BEFORE

Here is the typical pre-pandemic approach to the strategic planning process:

There are three main pitfalls with this approach: time poverty, pre-work, and post-meeting follow-up.

Pitfall #1: Time Poverty

Three days can seem like plenty of time to craft a strategic plan.
- However, once the agenda is circulated, most people do not realize how little time has actually been allocated for truly creative thinking and innovative ideas.
- Typically, each functional area is given a time slot for a presentation and Q&A. In the end, there may be only 10 to 15 minutes of discussion per topic.
- These discussions are generally unstructured conversations: "Hey Jill, what do you think?" People’s comments are typically top-of-mind thoughts without a lot of critical thinking, especially if there was no pre-work (see below).
- This overall approach does not provide the ingredients of a robust strategic plan – one based on insights, and which creates and capitalizes on competitive advantage and realizes cost efficiencies.
In our experience, the best results come from a collaborative client-plus-consultant approach requiring 150 to 350+ consulting hours, depending on the sector, the complexity of the organization, and the strategic opportunities and challenges being tackled.

Pitfall #2: Pre-work … too much or too little

This is often a problem of extremes: either voluminous amounts of information which overwhelms participants and thus goes unread, or no pre-session assignment.
As a result, participants arrive with their usual points of view and no new perspectives because their thinking has not been challenged.
Extroverts may dominate the meeting. Introverts will quietly withdraw.

Pitfall #3: Post-meeting follow-up … usually minimal

During the meeting, participants will individually take notes.
- Some groups designate a scribe to record the main discussion points and decisions.
- This is fine, but this is not a strategic plan.
Without synthesis and linkages to the organizations mission and vision, the “plan” becomes a list of tactics, rather than a roadmap based on insights of how the organization will “win”.

SO, WHAT'S THE SOLUTION?

The new approach for strategic planning, combines a mix of:

Here are 5 reasons why many organizations are moving to this hybrid model.

Reason #1: Incubation time

The process starts with a series of virtual meetings. They take place over several weeks; often one meeting per week over 5 to 6 weeks.
Pre-work is assigned prior to each meeting to stimulate creative thinking and innovative approaches.
The meetings are 2 to 3 hours long, each one on a very focused topic.
We frequently use virtual break-out groups and other digital tools.

Reason #2: Broad participation

Virtual meetings allow team members from various locations to participate.
No travel is involved (no airfare, hotels, meals...), so there are cost savings.
Short meetings are easier to schedule within people's existing agendas.

Reason #3: Effective conversations and problem-solving with professional meeting facilitation

Effective meeting design ensures all participants can contribute optimally.
Engagement tools, both on-line (virtual) and in-person, create dynamic sessions where creativity thrives.
Methods such as: Six Thinking Hats, World Café, Open-Space Technology, Business Simulations (group role play), and hundreds more.
Guided discussions ensure that all voices are heard.
Orthodoxies are challenged (“we’ve always done it that way” … “that’ll never work”)

Reason #4: New perspectives and insights are uncovered

Strategic consulting expertise injects rigour and best practice strategy models, tools, and approaches.
Opportunities and challenges are revisited with a fresh, new view.
Linkages between various facets of the plan are revealed.
Bold and innovative strategies are proposed.
Capacity building: greater critical and strategic thinking.

Reason #5: A new focus for the off-site, in-person meeting

Yes … you might still hold that off-site session, but now, with a more focused purpose.

Imagine a deeper dive on the innovative ideas that emerged throughout the virtual meetings.
Imagine using scenario thinking to visualize potential futures.
Imagine business simulations and group-role playing to anticipate the reaction of competitors or stakeholders to your leading-edge strategies.
Imagine your team engaged in innovation and creativity games to fine-tune strategic approaches.
Imagine team-building exercises that help create and solidify your desired organizational culture.