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Compass Points
Talks to
CP: How long have you been conducting formal strategic planning? Jim: This will be our third year planning with the full Simplified Strategic Planning (SSP) process. We tried at least once before that to formalize our planning activities with limited success. CP: What were the shortcomings of your previous attempts? Jim: In a nutshell, lack of business research prior to the meeting. We held a two-day business planning workshop with another consultant, another process. The discussions were positive - we developed a mission statement, discussed long-term issues and identified a set of actionable objectives - but we felt that the process was lacking. Without prior preparation, the decision making was based only on the information we had immediately at hand. We all acknowledged the value of formalizing our planning process, but also realized that we would need a more complete approach to planning if it was really going work. CP: So, at that time, you started looking for another planning process? Jim: Yes, that’s right. We were deliberately shopping around for strategic planning and business planning processes when we received your seminar brochure in the mail. It really struck a chord, so our Vice President of Product Development attended to see if it was what we needed. We have been working with it since that time. CP: Let’s talk a little about your decision to engage an outside consultant for process leadership. I understand that you tried the process on your own the first time around. Jim:Yes
we did, but we were just too busy to manage ourselves through
the process. We are still a relatively small company with hands-on
senior managers. The same folks who perform the analysis and
make the long-term business decisions are still heavily involved CP: What have you found to be the most effective part of the process? Jim: There certainly are a number of benefits. For instance, the gathering of industry information before the critical decision making discussions. Good research yields good decisions. The early exercises in the process helped us to formalize our understanding of the business. Just writing it all down and putting everything in its place forced us to paint a complete and coherent picture about what it takes to succeed in our industry. The most important part of SSP, however, has been the implementation planning. The biggest challenge for us is follow through. The step-by-step process for selecting objectives, structuring action plans and ensuring resource availability has made us much more effective at focusing on the most important activities throughout the planning year - in spite of our daily distractions. CP: What kind of results have you seen through more effective implementation planning? Jim: Sales have doubled in three years and profits are much stronger than they were before we initiated SSP. Naturally, such rapid growth puts a strain on any organization. In spite of this, we have been able to develop our organization, reduce cost of goods and introduce several new product lines. CP: Are there any special thoughts you want to pass on to our readers? Jim: It’s easy to be busy every day, but it’s hard to consistently be busy doing the right things. Strategic planning has kept us on the right track. |
© Copyright, Center for Simplified Strategic Planning, Inc., Ann Arbor, Michigan, 1999-2011
Applied
Education Systems makes technology-driven learning laboratories
for high schools and junior high schools. AES is located in Lancaster,
Pennsylvania. Compass Points spoke with CEO Jim Schultz about
how the comprehensive nature of Simplified Strategic Planning
has supported his company’s dynamic growth.