Questions and Answers

The Simplified Strategic Planning manual is very useful in organizing plan documents. Is there some other format we can use to show the linkage between our Strategies, Goals and Objectives?

The Strategic Planning process does not follow a linear progression. Although the process does take you through a sequential examination of your business and its environment, the final determination of Strategies, Goals and Objectives comes from the assessment of all the information gathered in its totality rather than from rigidly moving from step "a" to "b" to "c". That having been said, there should clearly be linkage between these elements. Though not a substitute for the documentation in your Strategic Planning Workbook, you could try creating a simple chart that shows each of your strategic goals at the top and the corresponding strategies and Objectives listed below each goal.

Is it OK to skip a year of the annual Strategic Plan review meetings?

To be of maximum benefit, the Simplified Strategic Planning process requires full commitment, broad participation and excellent input. It also requires establishing discipline and appropriate habits within the organization. The repetitive nature of the implementation schedule creates that discipline and assures that the planning process will be fully integrated into manager's day-to-day responsibilities. Holding the required meetings is a strong signal that Strategic Planning has management's full commitment. We do not normally recommend deviating from the recommended schedule, which includes a formal update to the strategic plan on an annual basis. There may be occasion when a yearly business cycle does not match up well with the implementation schedule for the company's Strategic Objectives. For example, if most of the objectives had completion dates a year and a half from the last annual meeting, then delaying the annual review until a time closer to their completion might make sense. Companies also consider delaying the annual meeting because they feel that "not much has changed" in one year. You should avoid this rationale. While your instincts may be correct, it is only through the careful analysis prescribed by the Strategic Planning process that you will assure yourself that you have "touched all the bases" and that your instinct, in fact was correct.

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