strategic planning Tag

A large portion of our team spent the day today planning out the future of our business using the LEGO Serious Play methodology. What an amazing, inspiring, and creative way to help craft the intricacies of our Wildly Courageous Decision to be the Apple of...

When you start working on the action plans for your strategic objectives for the year, one of the most important steps is to understand the order of priority of your objectives.

You might think you know what needs to happen first, but your team might not agree with you. The key is to spend time together as a team to rank the order of your objectives using a technique called the Hoshin Star (a variation of matched-pair analysis).

Originally developed for total quality management, the Hoshin Star helps leaders understand the cause and effect connection between objectives to determine the underlying order of importance.

Using this tool to prioritize strategic objectives can serve two purposes:

The last step in the strategic planning process is often overlooked, and yet, it’s one of the most important: the action steps that will lead to the successful completion of your objectives.

But we need well-formed objectives before we can map out action steps.

Here are eight things we need to consider for solid action plans:

Ownership: one person must be responsible and accountable for tracing the progress toward each objective, keeping the team informed, ensuring timely action steps are occurring and adjusting the actions as reality teaches us what needs to shift.

Action steps: each objective needs to have a series of action steps that lay out a clear path throughout the year on how it can be achieved. If the objective is the “what,” then the action steps are the “hows.” It’s critical that the action steps are clear and actionable steps versus vague ideas or thoughts.

[read time: 3-4 mins]

Over the years, I’ve become convinced that the “10/90 rule” is the best guide for dividing your time and energy between strategy and execution: 10% of the value of strategic planning is in the creation of a plan that outlines direction and priorities for the coming year; 90% of the plan’s value comes from an organization’s ability to effectively execute that plan.

If your organization is like many, once the executive team leaves the room after strategic planning, the daily grind takes over, the months start to tick away and before you know it you’re partway through the year and have made virtually no headway in executing on your strategy.

The reality is, there can be a giant gap between what needs to be done to execute a plan successfully and the potential of the organization to make it happen; it’s about more than resources and capabilities. It’s about culture.

The truth is that cultural norms can make execution far more challenging than it needs to be. Execution takes buy-in, emotional commitment to the plan and discipline. But the one element that has the greatest impact on successful implementation is your organizational culture.

Here are a few ways you can begin to shift the culture of your organization toward one that’s focused on execution.

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