How to Make a Strategic Plan ? – { Part 2 }
In the previous article, we talked about the first three questions in our strategic plan that will help you organized the information needed for your strategy outline. This is the second part of our strategic planning series where we analyze the next set of questions. Our sole focus right now is the planning model and reach of the plan.
What is The Plan’s Reach or Scope?
Long-term doesn’t always guarantee that you are locked in and not vulnerable to the risks and threats. You see long-term as a new beginning for your future, but that doesn’t mean you have to sit on your laurels just yet.
Consider the following:
- If an organization is new to the industry and has encountered setbacks, then a short-term plan is ideal that last to 2 or more 3 years.
- If this new organization is willing to give a long-term plan a go, then the objectives, mission statements, and practices must be defined and verified for the following years. In this case, it should be organized as well as the schedule.
What Planning Model Should You Resort To?
Your planning model should tackle not just the vision of the business, but various issues as well. That way you will know what exact planning model to use based on your situation, organization, and objective.
If the organization had encountered issues and armed with numerous resources, then you resort to a vision-based planning model that will function not just on the present, but in the future as well.
If the organization has a lot of issues with insufficient resources, has a hard time coping with implementing a plan, then the issue-based planning model is right for this organization. Issue-based in a sense that a planning model that faces the issue of the organization must be resolved before implementing the plan.
What Are The Methods to Implement the Planning Model?
A top-down planning model is ideal if the organization has knowledgeable Board members and high-level managers which are primarily responsible for decision-making.
- If the following Board members and managers lack knowledge of the organization, with insufficient leadership skills, then the planning model to use is the opposite: bottom-up.
- If an organization encourages and values its staff to contribute their ideas during a decision-making session, they should resort to a different planning model that has a different feature with top-bottom and bottom-down approaches which is what we called the concurrent method.
You still need to keep your options open when coming up with a planning model and analyze the status of your organization. Not all organizations are created equal, even they share issues and vulnerable to risks. Issues must be acknowledged before formulating a project model.
The third part of the article will be about the schedule for organizing the planning models and the people that will implement it. If you still have concerns in regards to strategic planning, you are free to consult the first article.
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