Strategic planning differs
from other types of planning in its need detailed evaluation of both external
(to the organization) and internal conditions. A strong understanding of foresight
(often referred to as environmental scanning within strategic planning literature)
is critical for strategic, and the most effective plans are brief and focus
on a few key concepts for the organization. In general, strategic plans are
guides and not detailed lists of specific activities.
While there are a variety
of approaches to strategic plan development, these factors are generally present:
Define the mission and
vision for the organization
Understand the internal
and external environment (for inside, it is normally strengths and weaknesses,
and for external it is normally opportunities and threats, resulting in the
term "SWOT" analyses (strengths, weaknesses, opportunities, and
threats). To do the external evaluation results in a basic futures analysis.
Defining a few key areas
that are "strategic" (take the organization in areas that are likely
to enhance success) based on the SWOT analysis and available resources and
other aspects of the organization.
While there is a range
of formats for strategic planning, my experience is we should keep it simple
and readable in the final form -- A few strategic directions and the organization
values might suffice; if the plan is short, clear, and allows flexibility
to meet changing conditions, it is more likely to be used. Then more detailed
implementation plans and monitoring techniques can be used for action items
(rather than putting them all in one document)..