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Strategic Assessment and Plan: Phase 4 Are we getting there? In the first article in this series we discussed Phase 1 of the Strategic Assessment and Plan: Where are we? That assessment phase included the first three steps of the 10-step plan. Phase 1 was where we determined our mission, the leader's responsibilities, and analyzed the environment in which our organization exists or functions. The second article examined Phase 2: Where do we want to go? In that phase we looked to the future by working through steps 4 through 7 to develop our vision and organizational values; identify key processes and systems; determine gaps in performance; and finally, establish objectives and goals. In the last article we explored the third phase of our plan: How are we going to get there? That phase had two steps and required the development of an implementation plan and systems for monitoring performance. Finally, we turn to Phase 4: Are we getting there? These two last steps involve monitoring performance, analyzing feedback, review and evaluation. This is the phase most often overlooked or underappreciated but critical to the success of our strategic plan. "What gets measured gets done," is an old but true proverb. Therefore, as discussed in Step 6, our choice of metrics is vitally important to goal achievement. Do we measure effectiveness, i.e., doing the right things, or efficiency, i.e., doing things right? Step 9, therefore, is where we determine how we will measure objective/goal accomplishment and identify other means for progress feedback. This step is often overlooked because it is difficult and frequently frustrating to determine the measures that will tell you what you want to know. The fast and easy choice often doesn't measure our true success or failure. Finding the right metrics can be a process of trial and error. That's why it is necessary to frequently review and evaluate the data and its associated metric. Step 10 is review and evaluation. Here we determine the process for continued review of our progress on objective/goal accomplishment. How frequently will we review the data? What level of variation (deviation from plan) will cause us to change our implementation plan? What criteria will we use for changing strategic direction? How often will we review our mission and vision? What events would cause us to change? These questions need to be answered with broad participation throughout the organization. I recommend that the senior level of the organization conduct an annual review of its Guiding Principles and its major objectives. Objectives and associated goals should be reviewed at least semiannually at the division level and more frequently (quarterly/monthly) at the next level down. This completes our Strategic Assessment and Plan. Although the examples given here may not directly relate to your type of organization you will find that the 4-Phase, 10-step Plan applies equally well to all types of organizations. It provides a systematic way to focus on organizational Guiding Principles, long-range plans, and key systems within the organization. I hope that you have been challenged by something written here. If you have, I encourage you to try the Plan in your organization. You will be surprised by the outcomes you can achieve when people work together with long-range guidance and direction!
The Strategic Assessment and Plan An Outline Phase 1: Where are we? 1. Determine the mission
2. Identify the leader's responsibilities, leadership style & values
3. Analyze the external & internal environments
Phase 2: Where do we want to go? 4. Develop the organizational vision & values
5. Identify key processes & systems
6. Determine gaps in performance
7. Establish objectives & goals
Phase 3: How are we going to get there? 8. Develop the implementation plan
Phase 4: Are we getting there? 9. Monitor performance & feedback analysis
10. Review & evaluation
Copyright 2005 © John J. Sullivan What do you think? Please share your ideas on our Feedback form. |
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