ATD Blog
Using Strategic Thinking and Strategic Planning to Effectively Execute
Wed Feb 27 2019
Content
In my previous blog post, I positioned thinking and planning strategically as two independent but integrated elements of an effective overall business planning process that would more likely ensure proper and timely execution. There are certainly a number of ways to dissect the topic of strategic planning, why and when it works best, and what is necessary to prevent failure. But, as noted in that blog, we hardly ever consider the business planning process needed to ensure effective strategy. Indeed, in one of my earlier blogs a few years ago, I addressed why execution often fails despite what appears to be a well-developed strategy. This examination identified a number of long-standing myths of best execution practices, namely in the categories of alignment, commitment, communications, performance culture, and executive leadership. The study instead ironically found many of these practices often can get in the way of a successful strategic planning outcome.
In my previous blog post, I positioned thinking and planning strategically as two independent but integrated elements of an effective overall business planning process that would more likely ensure proper and timely execution. There are certainly a number of ways to dissect the topic of strategic planning, why and when it works best, and what is necessary to prevent failure. But, as noted in that blog, we hardly ever consider the business planning process needed to ensure effective strategy. Indeed, in one of my earlier blogs a few years ago, I addressed why execution often fails despite what appears to be a well-developed strategy. This examination identified a number of long-standing myths of best execution practices, namely in the categories of alignment, commitment, communications, performance culture, and executive leadership. The study instead ironically found many of these practices often can get in the way of a successful strategic planning outcome.
Content
The purpose of this follow-up blog, then, is to illustrate two examples of how organizations have used the thinking and planning activities to more fully ensure they properly execute their strategy. While they may not necessarily be “best” practices, they are certainly very solid ones that, if carried out, can deliver meaningful and readily applicable strategic outcomes. It is my belief that strategy without execution is misaligned, while execution without strategy is misdirected. It is not so difficult to fathom that often those good at strategy formulation are not so good at execution. These cases show how both thinking and planning can take root in the process. For each, I have listed the various strategic thinking and planning activities used.
The purpose of this follow-up blog, then, is to illustrate two examples of how organizations have used the thinking and planning activities to more fully ensure they properly execute their strategy. While they may not necessarily be “best” practices, they are certainly very solid ones that, if carried out, can deliver meaningful and readily applicable strategic outcomes. It is my belief that strategy without execution is misaligned, while execution without strategy is misdirected. It is not so difficult to fathom that often those good at strategy formulation are not so good at execution. These cases show how both thinking and planning can take root in the process. For each, I have listed the various strategic thinking and planning activities used.
Case #1: A Training and Education Business Focused on the Multi-Family Housing Industry
Content
Strategic Thinking Activities
Strategic Thinking Activities
Content
Interviews with board and senior staff members
Interviews with board and senior staff members
Content
Competitive analysis
Competitive analysis
Content
Industry analysis
Industry analysis
Content
Description of structuralist vs. reconstructionist approaches
Description of structuralist vs. reconstructionist approaches
Content
SWOT analysis
SWOT analysis
Content
Management capability/competency assessment
Management capability/competency assessment
Content
Customer surveys
Customer surveys
Content
Success challenges
Success challenges
Content
Strategic Planning Activities
Strategic Planning Activities
Content
Development of mission, vision, values
Development of mission, vision, values
Content
Growth metrics defined
Growth metrics defined
Content
Creation of strategic imperatives
Creation of strategic imperatives
Content
Listing of key initiatives
Listing of key initiatives
Content
Critical actions determined
Critical actions determined
Content
Milestones delineated
Milestones delineated
Content
Determination of expected outcomes and performance measures
Determination of expected outcomes and performance measures
Content
Growth plan defined
Growth plan defined
Content
Identification and assignment of needed resources
Identification and assignment of needed resources
Content
Listing of endings (things they will stop doing)
Listing of endings (things they will stop doing)
Case #2: A Small Liberal Arts College
Content
Strategic Thinking Activities
Strategic Thinking Activities
Content
Strategic visioning retreat
Strategic visioning retreat
Content
Micro and macro higher education trends identified
Micro and macro higher education trends identified
Content
Provocateurs and thought leaders invited to speak
Provocateurs and thought leaders invited to speak
Content
Future-thinking task force created
Future-thinking task force created
Content
Case studies reviewed and summarized
Case studies reviewed and summarized
Content
Burning platforms identified
Burning platforms identified
Content
Impact/uncertainty matrix developed
Impact/uncertainty matrix developed
Content
Potential future scenarios created
Potential future scenarios created
Content
Strategic Planning Activities
Strategic Planning Activities
Content
Review of previous five-year plans
Review of previous five-year plans
Content
Revision of current mission statement
Revision of current mission statement
Content
Creation of major strategic themes
Creation of major strategic themes
Content
Prioritization of main issues and challenges
Prioritization of main issues and challenges
Content
Questions posed about brand, technology, affordability, advancement, value proposition, and campus utilization
Questions posed about brand, technology, affordability, advancement, value proposition, and campus utilization
Content
Development of a desired future state vision
Development of a desired future state vision
Content
Creation of a success assessment
Creation of a success assessment
Content
Development of a new five-year plan
Development of a new five-year plan
Content
As illustrated by the above-listed activities, what takes place during the thinking stage is quite different from what takes place during the planning process. The first assists in pulling all the relevant background information together in one place. The second applies this information to the development of an executional plan to move forward.
As illustrated by the above-listed activities, what takes place during the thinking stage is quite different from what takes place during the planning process. The first assists in pulling all the relevant background information together in one place. The second applies this information to the development of an executional plan to move forward.
Content
While these are examples from perhaps very different businesses in which you are involved, what activities could you apply to your own situation? What strategic thinking and planning activities have you already completed and what ones do you still need to work on? Which stage—thinking or planning—have you tended to lean more toward, and why?
While these are examples from perhaps very different businesses in which you are involved, what activities could you apply to your own situation? What strategic thinking and planning activities have you already completed and what ones do you still need to work on? Which stage—thinking or planning—have you tended to lean more toward, and why?
Content
For more insight, check out my book The Complete Guide to Building and Growing a Talent Development Firm .
For more insight, check out my book The Complete Guide to Building and Growing a Talent Development Firm.