Questions and Answers

Is there any preparation required before starting the Simplified Strategic Planning process?

Nothing is required prior to starting the process -- our experience reveals two particular problems associated with too much preparation. First, while there are numerous reasons why a company may not have previously engaged in strategic planning, the most common one tends to be simply failing to get started. This is due to the constant onslaught of urgent issues that tend to seize the necessary time commitment for planning. Assigning extensive preparation tends to compound the problem with the resultant delay in holding the first planning session. A second reason to defer the majority of the preliminary work is that there is an unlimited amount of study that could be done on any company's situation. The first session is a preparatory session. A significant part of the first formal team meeting in the Simplified Strategic Planning process is devoted to identify which specific areas of the company's situation are relevant from a strategic standpoint and what type of information should be gathered to give the team necessary insight. Research is much more efficient when it is deferred until after that discussion.

That said; it is helpful to have a preliminary questionnaire to get the team members thinking strategically before the actual meeting. The preliminary questionnaire might include the following:

1. What are the top four strengths?
2. What are the top four weaknesses?
3. What are four key opportunities that we should pursue?
4. What are four key threats to the business?

In addition, a matrix covering the two questions: What do you sell? (Or what service do you provide?) and 2. To whom? Often helps with the market segmentation process.

Center for Simplified Strategic Planning, Inc. respects your privacy. We do not rent, sell or exchange email addresses.

Center for Simplified Strategic Planning, Inc.
2219 Packard - Suite 13
Ann Arbor, MI 48104

For permission to reprint any article from Course and Direction, or if you would like to submit an article for inclusion in Course and Direction, please contact the editor, Elizabeth Tidd, at .