Strategic Context

Strategic Context

The equally important early consideration is to fully explore the strategic context in which the strategic planning process is operating. The follow is a good list of the plan’s components that should be considered:

Context. This component includes the planning assumptions, updates on the organization’s recent activities and events, and any information from the external environment that is pertinent. While this is not the place to report on a full environmental scan or internal audit, the major forces impacting the organization should be mentioned.

History. Many planners and executive like to trace the history of the organization to broaden the context beyond the current state. In some planning processes, there is a desire to hold true or return to values that may have eroded or been lost. In other cases, we want to give weight to directions in history that we judge as less than positive. A good history component can do either or both. Between the history and context components, the reader of the plan should be able to rather easily answer the question “Why planning now?”.

The Prior Plan. If the organization has a prior plan, it should be analyzed and reviewed early in the planning process. At minimum, each prior strategy should be analyzed in regard to the progress that was made, what gaps in outcomes remain, what can be left behind because it was either achieved or is not longer relevant, what was not accomplished that needs to be done, and what new things have emerged related to the strategy that should inform the next plan. These details may or may not be included in the next strategic plan for a variety of reasons.

Results of Discovery, Scanning, and Analyses. Nearly every planning process requires data, but the kind and nature of the sources and the resulting analyses really depends on the planning context and point in the organization life cycle. Startups require different data than century-old organizations. While most of the discovery, scanning, and analyses, though required, will be left on the cutting room floor, some of the key findings and facts could prove critical elements of the strategic plan.

Mission Statement. A key strategic statement that indicates what the organization is here to do, what it does, who is part of these activities, and what outcomes and impacts are expected. Mission statements can be shorter or longer, there is no perfect length. They must however communicate to those internal and external to the organization. Mission and purpose statements are synonymous.

Vision Statement. A vision is an image of the organization's desired future. While many organizations today prefer short, repeatable vision statements, I often find it more effective to suggest more lengthy and colorful statements. Sometimes a short key opening sentence can be written followed by a few descriptive paragraphs. Another approach in communicating vision is to back up a short statement will narratives and storytelling delivered verbally. I have also seen lengthy, multi-page visions that tell the story of the organization as if the future was happening in present tense. Whichever type is used, the vision should be compelling and communicate with excitement and color what we hope our future will be.

Values. Organizational values are important and lasting beliefs shared by members of a group or culture. There are other ways to explain what values are, “things that really matter to us” or “elements of your life you find personally important” or “guiding principles that guide behavior or action”. Regardless of the definition values are often paired with strategy so the organization understands the kinds of beliefs and behaviors required to achieve strategy and align effort.

Not every plan needs to contain every component, but some like mission and vision are rather necessary. Most of these components can be contained in the primary strategy document, but should be cross referenced in other documents, especially in the recommended one-page image of the overall plan.