key aspects of a strategic plan

The 5 Key Elements of Strategic Planning

All great strategies have goals, actions, and metrics. No matter the strategy’s scope and complexity or even the company’s size, great strategies include these elements. So, successful strategic planning accounts for all three.

\When a strategic planning process incorporates these elements, strategies become simple and guide decisions. If you want to kick start your strategy development, use this strategic planning template that thousands of organizations apply at the start of their strategy formulation.

Effective strategic planning elements overview:

• Defining your Vision
• Crafting your Values
• Determining desired Outcomes
• Declaring explicit Accountability
• Establishing leading KPIs

4 critical components of a strategic plan:

• Where do I want to take my business? The destination
• Where are we right now? The starting point
• How will we get there? The journey
• How will I know if I'm succeeding? The checkpoints

Everyone reading the strategic plan should be able to answer these questions. This includes employees, business partners, investors, or other stakeholders.

5 Key Elements of Strategic Planning

1. defining your vision.

Start by defining your organization’s vision (its destination). In the words of Thibault Mesqui, Managing Director at Heineken in the state of strategy report , "make your strategy based on a vision". 

This is an expression of the unique Point Of View you bring to the market. Make it simple, different, inspiring, and positive.

People who read your vision should be able to understand exactly what you stand for. Take a look at our guide on how to write a good vision statement to help you in the process.

Your vision will help you to:

• Bring alignment to your organization. People will unify their efforts towards a common goal, driving increased efficiency.
• Create strategies that are cohesive and focused.
• Inspire employees, investors, and other stakeholders to invest emotionally and commercially in your business.

Knowing your vision isn’t enough. Create a vision statement to articulate it and explicitly define it.

Mission statement vs Vision statement

You may also want to create a mission statement. A mission statement differs from a vision statement . A vision statement defines where you want to be in the future. A mission statement defines broadly how you will get there (part of your journey).

Many organizations are moving away from separate vision and mission statements due to the confusion surrounding their differences. Instead, you might want to try converting your mission statement into a series of focus areas.

For example, Patagonia's vision statement is:

"To share our love for the outdoors and create a diverse range of products for all facets of outdoor life."

And their focus areas are:

• "Best product"
• "Reduce environmental harm"
• "Encourage discussion on the environmental crisis”

Their focus areas essentially describe how they will achieve their vision and act as the bedrock for most of their strategic goals and KPIs.

2. Crafting your core Values

Values really don't get the credit they deserve. People often see them as a throw-away and vacuous - more aimed at marketing the organization than guiding its true internal behaviors. But a well-crafted set of values can be the difference between success and failure in the execution of your strategic plan.

Follow this guide to craft your company’s values , so they help you to:

• Assess your current state (the starting point) as an honest reflection of what you do well and are proud of doing.
• Make better decisions by ruling out courses of action that are not appropriate for your company
• Recruit better people who share your beliefs and passions

The values that go into your strategic plan shape your culture and are not aimed at customers.

Instead, they are a frank self-assessment of how your organization’s people behave as they deliver against your vision and Focus Areas.

They should reflect the values of your very best people and the values that have helped you to succeed the most in your journey to date.

If your strategy clashes with your company’s culture or values, it will fail. Identifying your core values is a critical component towards defining your starting point and your journey.

3. Defining desired Outcomes

A strategic plan leads nowhere without a set of clearly defined outcomes. Visions, missions, and focus areas are a great starting point - but no one will take your plan seriously unless you can clearly articulate what steps you are going to take to get there - and what success looks like for each of those steps.

Not all of your outcomes will be immediately quantifiable - and that's ok (your KPIs below will help you in those cases). But when you define your outcomes, make sure they look like this:

Action + Detail + Metric + Unit + Deadline

For example:

Expand our international operations into 3 new markets by 21st December 2022

Starting with a verb forces you to be specific about what you’re trying to do. If you can include a metric and a unit – do so.

It will keep you focused and honest when tracking your progress. Having a deadline works in much the same way.

Our guide on how to create strategic objectives walks you through the process of creating achievable and executable outcomes.

4. Declaring explicit Accountability

This is such a small detail, but it is also one of the key elements of a strategic plan that so many organizations fail to implement.

A lack of accountability will absolutely destroy your strategy execution . Lacking or confusing accountability results in:

• Outcomes not being delivered because no one knew who was in charge
• Conflicting interpretations of what the business should be working on
• Increased “finger pointing” and hearsay when things don't go to plan
• No one taking any satisfaction or pride in the outcomes delivered by their team

Define accountability in the initial strategic plan as part of defining your journey. Ideally, the people responsible for a particular segment of your plan should also have been critical contributors to the plan itself.

Contribution drives engagement. Engagement enforces self-accountability. Accountability enables execution.

For each of your outcomes, simply state ONE single person who will have primary accountability for that outcome. Avoid defining yourself accountable for every single outcome.

It's fine for the owner to invite other people to work on the outcome (either by cascading the goal or inviting collaborators), but it needs to be clear that the PRIMARY accountability sits with the one individual initially assigned to the outcome and no one else.

5. Establishing leading KPIs

Creating KPIs is probably the hardest of all the key elements of a strategic plan. But without KPIs, you won't know until it's too late whether or not you're succeeding towards your vision.

Note that KPIs are not the metrics you set to create your outcomes from step 3. Rather, KPIs should relate to how well you're delivering against the components of your mission or focus areas.

Let's take a look at some examples:

Patagonia's first Focus Area was “Best product.” A KPI for this focus area could be their Net Promoter Score - i.e., how many customers would recommend Patagonia's products and services to others.

Patagonia's second Focus Area was “Reduce Environmental Harm.” They could have a KPI for maintaining their carbon footprint at 0 (i.e., being carbon neutral).

Patagonia's third Focus Area was “Encourage discussion on the environmental crisis.” Probably the hardest to set an effective KPI. They could measure the number of mentions of the company on social media that also reference the environmental crisis.

Don't let establishing leading KPIs become harder than it needs to be. Follow this easy 4 step formula on how to write KPIs to be effective. Make sure that your KPIs accurately reflect what success looks like for each Focus Area and that you can accurately measure the KPI regularly.

Selecting the right KPIs is, therefore, one of the key elements of a strategic plan.

Crucial elements for a strategy's success

Companies that incorporate all five elements in their strategic planning process build easier-to-execute strategies.

People understand them and make consistent decisions throughout the organization. Pair them with regular reviewing organizational habits and you have highly adaptive companies that go beyond reacting to market changes. They anticipate and lead them. 

Check out the features of the world's #1 strategic planning software! ‍

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The Complete Guide to Writing a Strategic Plan

By Joe Weller | April 12, 2019 (updated March 26, 2024)

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Writing a strategic plan can be daunting, as the process includes many steps. In this article, you’ll learn the basics of writing a strategic plan, what to include, common challenges, and more.

Included on this page, you'll find details on what to include in a strategic plan , the importance of an executive summary , how to write a mission statement , how to write a vision statement , and more.

The Basics of Writing a Strategic Plan

The strategic planning process takes time, but the payoff is huge. If done correctly, your strategic plan will engage and align stakeholders around your company’s priorities.

Strategic planning, also called strategy development or analysis and assessment , requires attention to detail and should be performed by someone who can follow through on next steps and regular updates. Strategic plans are not static documents — they change as new circumstances arise, both internally and externally.

Before beginning the strategic planning process, it’s important to make sure you have buy-in from management, a board of directors, or other leaders. Without it, the process cannot succeed.

Next, gather your planning team. The group should include people from various departments at different levels, and the planning process should be an open, free discussion within the group. It’s important for leaders to get input from the group as a whole, but they don’t necessarily need approval from everyone — that will slow down the process.

The plan author is responsible for writing and putting the final plan together and should work with a smaller group of writers to establish and standardize the tone and style of the final document or presentation.

Sometimes, it’s a good idea to hire an external party to help facilitate the strategic planning process.

“It often can be helpful to have a really good facilitator to organize and pursue strategic conversations,” says Professor John M. Bryson, McKnight Presidential Professor of Planning and Public Affairs at the Hubert H. Humphrey School of Public Affairs, University of Minnesota and author of Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement .

Byson says the facilitator can be in-house or external, but they need experience. “You need to make sure someone is good, so there needs to be a vetting process,” he says.

One way to gauge a facilitator’s experience is by asking how they conduct conversations. “It’s important for facilitators to lead by asking questions,” Bryson says.

Bryson says that strong facilitators often ask the following questions:

What is the situation we find ourselves in?

What do we do?

How do we do it?

How do we link our purposes to our capabilities?

The facilitators also need to be able to handle conflict and diffuse situations by separating idea generation from judgement. “Conflict is part of strategic planning,” Bryson admits. “[Facilitators] need to hold the conversations open long enough to get enough ideas out there to be able to make wise choices.”

These outside helpers are sometimes more effective than internal facilitators since they are not emotionally invested in the outcome of the process. Thus, they can concentrate on the process and ask difficult questions.

A strategic plan is a dynamic document or presentation that details your company’s present situation, outlines your future plans, and shows you how the company can get there. You can take many approaches to the process and consider differing ideas about what needs to go into it, but some general concepts stand.

“Strategic planning is a prompt or a facilitator for fostering strategic thinking, acting, and learning,” says Bryson. He explains that he often begins planning projects with three questions:

What do you want to do?

How are we going to do it?

What would happen if you did what you want to do?

The answers to these questions make up the meat of the planning document.

A strategic plan is only effective when the writing and thinking is clear, since the intent is to help an organization keep to its mission through programs and capacity, while also building stakeholder engagement.

Question 1: Where Are We Now?

The answer (or answers) to the first question — where are we now? — addresses the foundation of your organization, and it can serve as an outline for the following sections of your strategic plan:

Mission statement

Core values and guiding principles

Identification of competing organizations

Industry analysis (this can include a SWOT or PEST analysis)

Question 2: Where Are We Going?

The answers to this question help you identify your goals for the future of the business and assess whether your current trajectory is the future you want. These aspects of the plan outline a strategy for achieving success and can include the following:

Vision statement about what the company will look like in the future

What is happening (both internally and externally) and what needs to change

The factors necessary for success

Question 3: How Do We Get There?

The answers to this question help you outline the many routes you can take to achieve your vision and match your strengths with opportunities in the market. A Gantt chart can help you map out and keep track of these initiatives.

You should include the following sections:

Specific and measurable goals

An execution plan that identifies who manages and monitors the plan

An evaluation plan that shows how you plan to measure the successes and setbacks that come with implementation

What to Include in a Strategic Plan

Strategic planning terminology is not standardized throughout the industry, and this can lead to confusion. Instead, strategic planning experts use many names for the different sections of a strategic plan.

“The terms are all over the map. It’s really the concept of what the intention of the terms are [that is important],” says Denise McNerney, President and CEO of iBossWell, Inc. , and incoming president of the Association for Strategic Planning (ASP). She recommends coming up with a kind of glossary that defines the terms for your team. “One of the most important elements when you’re starting the strategic planning process is to get some clarity on the nomenclature. It’s just what works for your organization. Every organization is slightly different.”

No matter what terms you use, the general idea of a strategic plan is the same. “It’s like drawing a map for your company. One of the first steps is committing to a process, then determining how you’re going to do it,” McNerney explains.

She uses a basic diagram that she calls the strategic plan architecture . The areas above the red dotted line are the strategic parts of the plan. Below the red dotted line are the implementation pieces.

While the specific terminology varies, basic sections of a strategic plan include the following in roughly this order:

Executive summary

Elevator pitch or company description

Vision statement

Industry analysis

Marketing plan

Operations plan

Financial projections

Evaluation methods

Signature page

Some plans will contain all the above sections, but others will not — what you include depends on your organization’s structure and culture.

“I want to keep it simple, so organizations can be successful in achieving [the strategic plan],” McNerney explains. “Your plan has to be aligned with your culture and your culture needs to be aligned with your plan if you’re going to be successful in implementing it.”

The following checklist will help you keep track of what you have done and what you still need to do.

‌ Download Strategic Plan Sections Checklist

How to Write a Strategic Plan

Once you’ve assembled your team and defined your terms, it’s time to formalize your ideas by writing the strategic plan. The plan may be in the form of a document, a presentation, or another format.

You can use many models and formats to create your strategic plan (read more about them in this article ). However, you will likely need to include some basic sections, regardless of the particular method you choose (even if the order and way you present them vary). In many cases, the sections of a strategic plan build on each other, so you may have to write them in order.

One tip: Try to avoid jargon and generic terms; for example, words like maximize and succeed lose their punch. Additionally, remember that there are many terms for the same object in strategic planning.

The following sections walk you through how to write common sections of a strategic plan.

How to Write an Executive Summary

The key to writing a strong executive summary is being clear and concise. Don’t feel pressured to put anything and everything into this section — executive summaries should only be about one to two pages long and include the main points of the strategic plan.

The idea is to pique the reader’s interest and get them to read the rest of the plan. Because it functions as a review of the entire document, write the executive summary after you complete the rest of your strategic plan.

“If you have a plan that’s really lengthy, you should have a summary,” says Jim Stockmal, President of the Association for Strategic Planning (ASP). He always writes summaries last, after he has all the data and information he needs for the plan. He says it is easier to cut than to create something.

For more information about writing an effective executive summary, a checklist, and free templates, read this article .

If you want a one-page executive summary, this template can help you decide what information to include.

Download One-Page Executive Summary Template

Excel | Word | PDF

How to Write a Company Description

Also called an elevator pitch , the company description is a brief outline of your organization and what it does. It should be short enough that it can be read or heard during the average elevator ride.

The company description should include the history of your company, the major products and services you provide, and any highlights and accomplishments, and it should accomplish the following:

Define what you are as a company.

Describe what the company does.

Identify your ideal client and customer.

Highlight what makes your company unique.

While this may seem basic, the company description changes as your company grows and changes. For example, your ideal customer five years ago might not be the same as the current standard or the one you want in five years.

Share the company description with everyone in your organization. If employees cannot accurately articulate what you do to others, you might miss out on opportunities.

How to Write a Mission Statement

The mission statement explains what your business is trying to achieve. In addition to guiding your entire company, it also helps your employees make decisions that move them toward the company’s overall mission and goals.

“Ideally, [the mission statement is] something that describes what you’re about at the highest level,” McNerney says. “It’s the reason you exist or what you do.”

Strong mission statements can help differentiate your company from your competitors and keep you on track toward your goals. It can also function as a type of tagline for your organization.

Mission statements should do the following:

Define your company’s purpose. Say what you do, who you do it for, and why it is valuable.

Use specific and easy-to-understand language.

Be inspirational while remaining realistic.

Be short and succinct.

This is your chance to define the way your company will make decisions based on goals, culture, and ethics. Mission statements should not be vague or generic, and they should set your business apart from others. If your mission statement could define many companies in your line of work, it is not a good mission statement.

Mission statements don’t have to be only outward-facing for customers or partners. In fact, it is also possible to include what your company does for its employees in your mission statement.

Unlike other parts of your strategic plan that are designed to be reviewed and edited periodically, your company’s mission statement should live as is for a while.

That said, make the effort to edit and refine your mission statement. Take out jargon like world class, best possible, state of the art, maximize, succeed , and so on, and cut vague or unspecific phrasing. Then let your strategic planning committee review it.

How to Write a Vision Statement

Every action your company does contributes to its vision. The vision statement explains what your company wants to achieve in the long term and can help inspire and align your team.

“The vision is the highest-ordered statement of the desired future or state of what you want your business to achieve,” McNerney explains.

A clear vision statement can help all stakeholders understand the meaning and purpose of your company. It should encourage and inspire employees while setting your company’s direction. It also helps you rule out elements that might not align with your vision.

Vision statements should be short (a few sentences). They should also be memorable, specific, and ambitious. But there is a fine line between being ambitious and creating a fantasy. The vision should be clearly attainable if you follow the goals and objectives you outline later in your strategic planning plan.

Because you need to know your company’s goals and objectives to create an accurate vision statement, you might need to wait until you have more information about the company’s direction to write your vision statement.

Below are questions to ask your team as you craft your vision statement:

What impact do we want to have on our community and industry?

How will we interact with others as a company?

What is the culture of the business?

Avoid broad statements that could apply to any company or industry. For example, phrases like “delivering a wonderful experience” could apply to many industries. Write in the present tense, avoid jargon, and be clear and concise.

Vision statements should accomplish the following:

Be inspiring.

Focus on success.

Look at and project about five to 10 years ahead.

Stay in line with the goals and values of your organization.

Once you write your vision statement, communicate it to everyone in your company. Your team should be able to easily understand and repeat the company’s vision statement. Remember, the statements can change as the environment in and around your company changes.

The Difference Between Mission and Vision Statements

Mission and vision statements are both important, but they serve very different purposes.

Mission statements show why a business exists, while vision statements are meant to inspire and provide direction. Mission statements are about the present, and vision statements are about the future. The mission provides items to act upon, and the vision offers goals to aspire to.

For example, if a vision statement is “No child goes to bed hungry,” the accompanying mission would be to provide food banks within the city limits.

While many organizations have both mission and vision statements, it’s not imperative. “Not everyone has a vision statement,” McNerney says. “Some organizations just have one.”

If you choose to have only one statement, McNerney offers some advice: “Any statement you have, if you have just one, needs to include what [you do], how [you do it], why [you do it], and who you do it for.”

During the planning process, these key statements might change. “Early on in the process, you need to talk about what you are doing and why and how you are doing it. Sometimes you think you know where you want to go, but you’re not really sure,” McNerney says. “You need to have flexibility both on the plan content and in the process.”

How to Write Your Company’s Core Values

Company core values , sometimes called organizational values , help you understand what drives the company to do what it does. In this section, you’ll learn a lot about your company and the people who work with you. It should be relatively easy to write.

“The values are the core of how you operate [and] how you treat your people, both internally and externally. Values describe the behaviors you really want to advance,” McNerney says.

There are both internal and external values looking at your employees and coworkers, as well as customers and outside stakeholders. Pinpointing values will help you figure out the traits of the people you want to hire and promote, as well as the qualities you’re looking for in your customers.

Your values should align with your vision statement and highlight your strengths while mitigating weaknesses. McNerney says many organizations do not really consider or are not honest about their company’s values when working on strategic plans, which can lead to failure.

“Your strategies have to align with your values and vice versa,” she explains.

Many companies’ values sound like meaningless jargon, so take the time to figure out what matters to your company and push beyond generic language.

How to Write about Your Industry

When planning ahead for your business, it’s important to look around. How are matters inside your company? What are your competitors doing? Who are your target customers?

“[If you don’t do a thorough industry analysis], you’re doing your planning with your head in the sand. If you’re not looking at the world around you, you’re missing a whole dimension about what should inform your decision making,” McNerney advises.

Writing about your industry helps you identify new opportunities for growth and shows you how you need to change in order to take advantage of those opportunities. Identify your key competitors, and define what you see as their strengths and weaknesses. Performing this analysis will help you figure out what you do best and how you compare to your competition. Once you know what you do well, you can exploit your strengths to your advantage.

In this section, also include your SWOT (strengths, weaknesses, opportunities, and threats) analysis. You can choose from many templates to help you write this section.

Next, identify your target customers. Think about what they want and need, as well as how you can provide it. Do your competitors attract your target customers, or do you have a niche that sets you apart?

The industry analysis carries a price, but also provides many benefits. “It takes some time and money to do [a thorough industry analysis], but the lack of that understanding says a lot about the future of your organization. If you don’t know what is going on around you, how can you stay competitive?” explains McNerney.

How to Write Strategic Plan Goals and Objectives

This section is the bulk of your strategic plan. Many people confuse goals and objectives, thinking the terms are interchangeable, but many argue that the two are distinct. You can think of them this way:

Goals : Goals are broad statements about what you want to achieve as a company, and they’re usually qualitative. They function as a description of where you want to go, and they can address both the short and long term.

Objectives : Objectives support goals, and they’re usually quantitative and measurable. They describe how you will measure the progress needed to arrive at the destination you outlined in the goal. More than one objective can support one goal.

For example, if your goal is to achieve success as a strategic planner, your objective would be to write all sections of the strategic plan in one month.

iBossWell, Inc.’s McNerney reiterates that there are not hard and fast definitions for the terms goals and objectives , as well as many other strategic planning concepts. “I wouldn’t attempt to put a definition to the terms. You hear the terms goals and objectives a lot, but they mean different things to different people. What some people call a goal , others call an objective . What some people call an objective , others would call a KPI. ” They key, she explains, is to decide what the terms mean in your organization, explain the definitions to key stakeholders, and stick to those definitions.

How to Write Goals

Goals form the basis of your strategic plan. They set out your priorities and initiatives, and therefore are critical elements and define what your plan will accomplish. Some planning specialists use the term strategic objectives or strategic priorities when referring to goals, but for clarity, this article will use the term goals.

“[Goals] are the higher level that contain several statements about what your priorities are,” McNerney explains. They are often near the top of your plan’s hierarchy.

Each goal should reflect something you uncovered during the analysis phase of your strategic planning process. Goals should be precise and concise statements, not long narratives. For example, your goals might be the following:

Eliminate case backlog.

Lower production costs.

Increase total revenue.

Each goal should have a stated outcome and a deadline. Think of goal writing as a formula: Action + detail of the action + a measurable metric + a deadline = goal. For example, your goal might be: Increase total revenue by 5 percent in three product areas by the third quarter of 2020.

Another way to look at it: Verb (action) + adjective (description) = noun (result). An example goal: Increase website fundraising.

Your goals should strike a balance between being aspirational and tangible. You want to stretch your limits, but not make them too difficult to reach. Your entire organization and stakeholders should be able to remember and understand your goals.

Think about goals with varying lengths. Some should go out five to 10 years, others will be shorter — some significantly so. Some goals might even be quarterly, monthly, or weekly. But be careful to not create too many goals. Focus on the ones that allow you to zero in on what is critical for your company’s success. Remember, several objectives and action steps will likely come from each goal.

How to Write Objectives

Objectives are the turn-by-turn directions of how to achieve your goals. They are set in statement and purpose with no ambiguity about whether you achieve them or not.

Your goals are where you want to go. Next, you have to determine how to get there, via a few different objectives that support each goal. Note that objectives can cover several areas.

“You need implementation elements of the plan to be successful,” McNerney says, adding that some people refer to objectives as tactics , actions , and many other terms.

Objectives often begin with the words increase or decrease because they are quantifiable and measurable. You will know when you achieve an objective. They are action items, often with start and end dates.

Use the goal example from earlier: Increase total revenue by 5 percent in three product areas by the third quarter of 2020. In this example, your objectives could be:

Approach three new possible clients each month.

Promote the three key product areas on the website and in email newsletters.

Think of the acronym SMART when writing objectives: Make them specific, measurable, achievable, realistic/relevant, and time-bound.

Breaking down the process further, some strategic planners use the terms strategies and tactics to label ways to achieve objectives. Using these terms, strategies describe an approach or method you will use to achieve an objective. A tactic is a specific activity or project that achieves the strategy, which, in turn, helps achieve the objective.

How to Write about Capacity, Operations Plans, Marketing Plans, and Financial Plans

After you come up with your goals and objectives, you need to figure out who will do what, how you will market what they do, and how you will pay for what you need to do.

“If you choose to shortchange the process [and not talk about capacity and finances], you need to know what the consequences will be,” explains McNerney. “If you do not consider the additional costs or revenues your plan is going to drive, you may be creating a plan you cannot implement.”

To achieve all the goals outlined in your strategic plan, you need the right people in place. Include a section in your strategic plan where you talk about the capacity of your organization. Do you have the team members to accomplish the objectives you have outlined in order to reach your goals? If not, you may need to hire personnel.

The operations plan maps out your initiatives and shows you who is going to do what, when, and how. This helps transform your goals and objectives into a reality. A summary of it should go into your strategic plan. If you need assistance writing a comprehensive implementation plan for your organization, this article can guide you through the process.

A marketing plan describes how you attract prospects and convert them into customers. You don’t need to include the entire marketing plan in your strategic plan, but you might want to include a summary. For more information about writing marketing plans, this article can help.

Then there are finances. We would all like to accomplish every goal, but sometimes we do not have enough money to do so. A financial plan can help you set your priorities. Check out these templates to help you get started with a financial plan.

How to Write Performance Indicators

In order to know if you are reaching the goals you outline in your strategic plan, you need performance indicators. These indicators will show you what success looks like and ensure accountability. Sadly, strategic plans have a tendency to fail when nobody periodically assesses progress.

Key performance indicators (KPIs) can show you how your business is progressing. KPIs can be both financial and nonfinancial measures that help you chart your progress and take corrective measures if actions are not unfolding as they should. Other terms similar to KPIs include performance measures and performance indicators .

Performance indicators are not always financial, but they must be quantifiable. For example, tracking visitors to a website, customers completing a contact form, or the number of proposals that close with deals are all performance indicators that keep you on track toward achieving your goals.

When writing your performance indicators, pay attention to the following:

Define how often you need to report results.

Every KPI must have some sort of measure.

List a measure and a time period.

Note the data source where you will get your information to measure and track.

ASP’s Stockmal has some questions for you to ask yourself about picking performance indicators.

Are you in control of the performance measure?

Does the performance measure support the strategic outcomes?

Is it feasible?

Is data available?

Who is collecting that data, and how will they do it?

Is the data timely?

Is it cost-effective to collect that data?

ls the goal quantifiable, and can you measure it over time?

Are your targets realistic and time-bound?

Stockmal also says performance indicators cannot focus on only one thing at the detriment of another. “Don’t lose what makes you good,” he says. He adds that focusing on one KPI can hurt other areas of a company’s performance, so reaching a goal can be short-sided.

Some performance indicators can go into your strategic plan, but you might want to set other goals for your organization. A KPI dashboard can help you set up and track your performance and for more information about setting up a KPI dashboard, this article can help.

Communicating Your Strategic Plan

While writing your strategic plan, you should think about how to share it. A plan is no good if it sits on a shelf and nobody reads it.

“After the meetings are over, you have to turn your strategy into action,” says Stefan Hofmeyer, an experienced strategist and co-founder of Global PMI Partners . “Get in front of employees and present the plan [to get everyone involved].” Hofmeyer explains his research has shown that people stay with companies not always because of money, but often because they buy into the organization’s vision and want to play a part in helping it get where it wants to go. “These are the people you want to keep because they are invested,” he says.

Decide who should get a physical copy of the entire plan. This could include management, the board of directors, owners, and more. Do your best to keep it from your competitors. If you distribute it outside of your company, you might want to attach a confidentiality waiver.

You can communicate your plan to stakeholders in the following ways:

Hold a meeting to present the plan in person.

Highlight the plan in a company newsletter.

Include the plan in new employee onboarding.

Post the plan on the employee intranet, along with key highlights and a way to track progress.

If you hold a meeting, make sure you and other key planners are prepared to handle the feedback and discussion that will arise. You should be able to defend your plan and reinforce its key areas. The goal of the plan’s distribution is to make sure everyone understands their role in making the plan successful.

Remind people of your company’s mission, vision, and values to reinforce their importance. You can use posters or other visual methods to post around the office. The more that people feel they play an important part in the organization’s success, they more successful you will be in reaching your goals of your strategic plan.

Challenges in Writing a Strategic Plan

As mentioned, strategic planning is a process and involves a team. As with any team activity, there will be challenges.

Sometimes the consensus can take priority over what is clear. Peer pressure can be a strong force, especially if a boss or other manager is the one making suggestions and people feel pressured to conform. Some people might feel reluctant to give any input because they do not think it matters to the person who ultimately decides what goes into the plan.

Team troubles can also occur when one or more members does not think the plan is important or does not buy into the process. Team leaders need to take care of these troubles before they get out of hand.

Pay attention to your company culture and the readiness you have as a group, and adapt the planning process to fit accordingly. You need to find the balance between the process and the final product.

The planning process takes time. Many organizations do not give themselves enough time to plan properly, and once you finish planning, writing the document or presentation also takes time, as does implementation. Don’t plan so much that you ignore how you are going to put the plan into action. One symptom of this is not aligning the plan to fit the capacity or finances of the company.

Stockmal explains that many organizations often focus too much on the future and reaching their goals that they forget what made them a strong company in the first place. Business architecture is important, which Stockmal says is “building the capabilities the organization needs to fulfill its strategy.” He adds that nothing happens if there is no budget workers to do the work necessary to drive change.

Be careful with the information you gather. Do not take shortcuts in the research phase — that will lead to bad information coming out further in the process. Also, do not ignore negative information you may learn. Overcoming adversity is one way for companies to grow.

Be wary of cutting and pasting either from plans from past years or from other similar organizations. Every company is unique.

And while this may sound obvious, do not ignore what your planning process tells you. Your research might show you should not go in a direction you might want to.

Writing Different Types of Strategic Plans

The strategic planning process will differ based on your organization, but the basic concepts will stay the same. Whether you are a nonprofit, a school, or a for-profit entity, strategic plans will look at where you are and how you will get to where you want to go.

How to Write a Strategic Plan for a Nonprofit

For a nonprofit, the strategic plan’s purpose is mainly how to best advance the mission. It’s imperative to make sure the mission statement accurately fits the organization.

In addition to a SWOT analysis and other sections that go into any strategic plan, a nonprofit needs to keep an eye on changing factors, such as funding. Some funding sources have finite beginnings and endings. Strategic planning is often continuous for nonprofits.

A nonprofit has to make the community care about its cause. In a for-profit organization, the marketing department works to promote the company’s product or services to bring in new revenue. For a nonprofit, however, conveying that message needs to be part of the strategic plan.

Coming up with an evaluation method and KPIs can sometimes be difficult for a nonprofit, since they are often focused on goals other than financial gain. For example, a substance abuse prevention coalition is trying to keep teens from starting to drink or use drugs, and proving the coalition’s methods work is often difficult to quantify.

This template can help you visually outline your strategic plan for your nonprofit.

Download Nonprofit Strategic Plan Template

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How to Write a Strategic Plan for a School

Writing a strategic plan for a school can be difficult because of the variety of stakeholders involved, including students, teachers, other staff, and parents.

Strategic planning in a school is different from others because there are no markets to explore, products to produce, clients to woo, or adjustable timelines. Schools often have set boundaries, missions, and budgets.

Even with the differences, the same planning process and structure should be in place for schools as it is for other types of organizations.

This template can help your university or school outline your strategic plan.

‌ ‌Download University Strategic Plan Outline – Word

How to Write a 5-Year Strategic Plan

There is no set time period for a strategic plan, but five years can be a sweet spot. In some cases, yearly planning might keep you continually stuck in the planning process, while 10 years might be too far out.

In addition to the basic sections that go into any strategic plan, when forecasting five years into the future, put one- and three-year checkpoints into the plan so you can track progress intermittently.

How to Write a 3-Year Strategic Plan

While five years is often the strategic planning sweet spot, some organizations choose to create three-year plans. Looking too far ahead can be daunting, especially for a new or changing company.

In a three-year plan, the goals and objectives have a shorter timeframe and you need to monitor them more frequently. Build those checkpoints into the plan.

“Most organizations do a three- to five-year plan now because they recognize the technology and the changes in business that are pretty dynamic now,” Stockmal says.

How to Write a Departmental Strategic Plan

The first step in writing a strategic plan for your department is to pay attention to your company’s overall strategic plan. You want to make sure the plans align.

The steps in creating a plan for a department are the same as for an overall strategic plan, but the mission statement, vision, SWOT analysis, goals, objectives, and so on are specific to only the people in your department. Look at each person separately and consider their core competencies, strengths, capabilities, and weaknesses. Assign people who will be responsible for certain tasks and tactics necessary to achieve your goals.

If you have access to a plan from a previous year, see how your department did in meeting its goals. Adjust the new plan accordingly.

When you finish your departmental plan, make sure to submit it to whomever is responsible for your company’s overall plan. Expect to make changes.

How to Write a Strategic Plan for a Project

A strategic plan is for the big picture, not for a particular project for an organization. Instead of a strategic plan, this area would fall under project management.

If you have a failing project and need to turn it around, this article might help.

How to Write a Personal Strategic Plan

Creating a strategic plan isn’t only for businesses. You can also create a strategic plan to help guide both your professional and personal life. The key is to include what is important to you. This process takes time and reflection.

Be prepared for what you discover about yourself. Because you will be looking at your strengths and weaknesses, you might see things you do not like. It is important to be honest with yourself. A SWOT analysis on yourself will give you some honest feedback if you let it.

Begin with looking at your life as it is now. Are you satisfied? What do you want to do more or less? What do you value most in your life? Go deeper than saying family, happiness, and health. This exercise will help you clarify your values.

Once you know what is important to you, come up with a personal mission statement that reflects the values you cherish. As it does within a business, this statement will help guide you in making future decisions. If something does not fit within your personal mission, you shouldn’t do it.

Using the information you discovered during your SWOT and mission statement process, come up with goals that align with your values. The goals can be broad, but don’t forget to include action items and timeframes to help you reach your goals.

As for the evaluation portion, identify how you will keep yourself accountable and on track. You might involve a person to remind you about your plan, calendar reminders, small rewards when you achieve a goal, or another method that works for you.

Below is additional advice for personal strategic plans:

There are things you can control and things you cannot. Keep your focus on what you can act on.

Look at the positive instead of what you will give up. For example, instead of focusing on losing weight, concentrate on being healthier.

Do not overcommit, and do not ignore the little details that help you reach your goals.

No matter what, do not dwell on setbacks and remember to celebrate successes.

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When teams have clarity into the work getting done, there’s no telling how much more they can accomplish in the same amount of time.  Try Smartsheet for free, today.

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How to write a strategic plan and what it should include

As Abraham Lincoln once said, “Give me six hours to chop down a tree and I will spend the first four sharpening the axe.”

Whether you’re a lumberjack or not, there’s a powerful truth to Lincoln’s wise words. And that’s the importance of planning.

Coming up with a solid strategic plan is a crucial aspect of any business. How can you expect to achieve your objectives if you don’t know what you’re aiming for? And how can you efficiently reach your goals without deciding on the appropriate method first?

You need a plan. More specifically, you need a strategic plan.

Sharpen your axes and get comfortable because we’re going to give you a step-by-step guide on how to write a strategic plan like a total boss.

• What is a strategic plan?

A strategic plan is a document that lays out how an organization plans to realize its long-term ambitions. Think of it as your roadmap. It establishes the direction a company is going to take by considering its goals and objectives. But it also includes the specific actions you are going to take to achieve your goal.

A strategic plan should essentially answer three questions:

• Where are we now?
• Where do we want to go?
• How will we get there?

There are a lot of terms around strategic plans that sound similar. But it’s important for your team to understand what each of them means and how they are different. Let’s clarify some common terms:

• Strategic plan is your roadmap document.
• Strategic planning is the process of developing your strategic plan.
• Strategic planning meeting is the session or event during which strategic planning takes place.
• Strategic planning frameworks are the tools and methodologies to help your team develop different elements of your strategic plan.
• Strategic planning model is the overarching approach for how you are going to structure your strategic ideas. You should decide on which model you are going to use before you begin the strategic planning process.
• Why is a strategic plan important?

Now you know what a strategic plan is. But why do you need one? Here are just some of the reasons developing a strategic plan is so important to your organization

Helps you come up with goals that direct your actions

How can you expect to get anywhere if you don’t know where you’re going? A key aspect of the strategic planning process is establishing goals and objectives. These goals will help build momentum within your team and keep them focused on the overarching goal of the business.

Keeps you on track toward achieving your goals

A well-written strategic business plan gives your organization direction. As well as what you want to achieve, strategic plans require you to get specific about how you are going to achieve your goals. Having this plan of action in one consolidated document helps your team stay on track and achieve their goals faster and with more efficiency.

Focus your resources better

Taking the time to write a well-thought-out strategic plan means carefully considering what actions are going to best serve your company. This prevents wasting time, money, and effort on projects that are not going to take your business to where it wants to go.

The clarity that comes from a strategic plan sets you up for successful resource allocation, which is essential for growing your business.

Aligns team members

A robust strategic plan becomes a source of truth for your team. It keeps all team members on the same page regarding the company’s mission and strategy. When confused about why they are doing something or how they fit into the bigger picture, they can refer to the team’s strategic plan.

As well as team members, a strategic plan keeps stakeholders in the know. They should be involved in the development of the strategic plan so that the goals and strategies are aligned with their expectations.

• What is included in a strategic plan?

These are the key elements that make up a strategic plan.

Vision statement

The vision statement gives a clear picture of what your organization wants to achieve in the long run. It is an aspirational statement that describes the ideal future state of your business.

Many great vision statements use emotional language to paint a picture of what impact the group hopes to make on the world. For example, IKEA’s vision statement is “To create a better everyday life for the many people.”

Mission statement

While a vision statement looks toward the future, a mission statement considers the present. It should describe the core purpose of the company and why it exists. Your mission statement should provide context for all other goals and actions.

IKEA’s mission statement is “to offer a wide range of well-designed, functional home furnishing products at prices so low that as many people as possible will be able to afford them.”

Your objectives are what you plan to achieve. They are the specific results that your organization wants to accomplish within a certain time frame. Strategic objectives aim to bridge the gap between your overall vision and the goals needed to achieve it.

Strategic objectives can be financial, growth-related, or customer-related. An example of a strategic objective is “Enter three new foreign markets in the next five years.”

This section of your strategic plan is where you turn the focus from your vision to execution. Your strategy is the blueprint for how to achieve your goals and objectives.

If your objective is to “Enter three new foreign markets in the next five years,” you need to develop a strategy for how you are going to do this. Which markets are you going to target? What products or services are you going to introduce? What are the current market trends? Asking and answering these questions will help you design a specific market entry strategy.

This is where strategic planning frameworks become so useful. For example, the Ansoff Matrix helps you evaluate opportunities for growth. Also known as the product-market expansion grid, the Ansoff Matrix helps you review the potential risks and opportunities of each growth plan option.

By using frameworks like the Ansoff Matrix, you can analyze each strategic option. All the data gathered and your team’s insights on this data will help determine your strategic approach.

After writing a strategic plan and implementing it, you need to track its progress. Metrics are a way for you to measure the success of your actions. If you find that your strategic plan isn’t giving you the results you expected, you can make changes to your strategic approach.

Metrics can be milestones, such as launching a product or completing a certain project. Or your metrics can be quantifiable performance measures, like KPIs.

• How to write a strategic plan

Now that you know what a strategic plan should include, here’s a step-by-step guide on how to write a strategic plan for your business.

1. Hold a strategic planning meeting

No man is an island, especially in the realm of strategic planning. You want to get your entire team involved in the strategic planning process. To ensure everyone is part of the process, you need to hold a strategic planning meeting . This meeting is about collaboration and openly sharing ideas around your strategic plan.

Start by making an invite list and sending out calendar invites to the people you want to attend the session. This should include people from different departments, executives, and stakeholders.

2. Use a template

To save you time and hassle, use a customizable Strategic Planning Template . Businesses have been writing strategic plans for years and years, so there’s no need to reinvent the wheel. Using a template will also help ensure that you don’t miss out on any important aspects of the strategic planning process.

3. Determine your position

Before you look towards the future about where you want to be, you need to understand where you currently stand. This means looking internally at who you are as a company and conducting market and competitor analysis to fully understand your external environment.

A popular method for taking stock of your company’s current position is a SWOT analysis . This framework helps you map out the strengths, weaknesses, opportunities, and threats of your business.

4. Decide where you want to go

Now it’s time to look toward the future and decide on what you are aiming for. This is where you articulate what you want to achieve. Some examples of thought-provoking questions to ask your team include:

• What do we want to accomplish?
• Where do we want to be?
• How many products would we sell?
• How many countries will we be based in?
• Who would our customers be?

This part of writing a strategic plan is where you develop the strategic objectives, goals, and action items. We’re big fans of setting OKRs: Objectives and their related Key Results. This OKR Template will ensure your business goals are structured and clearly defined.

5. Decide how you are going to get there

Now that you know where you’re going, you need to decide how to get there. This phase involves deciding how you’re going to make your goals a reality. And that means coming up with an action plan.

An action plan is a detailed set of lists outlining the steps you are going to take to complete your objectives. Our Action Plan Template promotes clarity and transparency around assigned tasks. As a team, you need to decide who needs to do what and by when. Everyone should be aware of their role in executing the overall strategic plan.

• Tips for writing a strategic plan

Keep these tips in mind when writing your strategic plan to make the process more efficient.

Use the right tools

Developing a strategic plan has a lot of moving parts. From running a strategic planning session to capturing your team’s ideas, there’s a lot to stay on top of. But an online collaborative tool like Miro can make the process a whole lot easier.

With Miro, you collaborate with your team from anywhere, at any time. Not to mention safely store all your mindmaps , boards, and diagrams in one consolidated place. To get a real sense of what’s possible, have a look at our list of features .

Be SMART with your goals

Whenever you create goals or objectives, ensure that they are SMART . This means they should be specific, measurable, attainable, relevant, and time-bound. It’s no use coming up with a long list of impressive goals that aren’t realistic or focused.

Don’t be afraid to change your plan

Strategic plans aren’t set in stone. They should be used more as a guideline that is adjusted as needed. Your company will no doubt face new challenges or identify new opportunities as time goes on. So it’s important to revisit your strategic plan and make necessary adjustments based on changes in your organization’s environment and situation.

Strategic plans are usually developed for the next two to five-year period. Some companies reconsider their strategic plan every year, while others hold strategic planning sessions every quarter.

It’s up to you and your team how often you revisit your strategic plan, but the key takeaway is that you should be open to changing your plan.

• Get starting writing your strategic plan

We’re not going to lie to you — creating a strategic plan isn’t the easiest process to execute. From capturing your company’s vision to measuring your strategy’s success, there’s a lot to do. But that shouldn’t deter you.

Knowing how to write a strategic plan is a valuable skill to have, no matter what industry you’re in. And tools like Miro are there to make the process a whole lot easier and more efficient.

Miro is your team's visual platform to connect, collaborate, and create — together.

Join millions of users that collaborate from all over the planet using Miro.

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• What is strategic planning? A 5-step gu ...

What is strategic planning? A 5-step guide

Strategic planning is a process through which business leaders map out their vision for their organization’s growth and how they’re going to get there. In this article, we'll guide you through the strategic planning process, including why it's important, the benefits and best practices, and five steps to get you from beginning to end.

Strategic planning is a process through which business leaders map out their vision for their organization’s growth and how they’re going to get there. The strategic planning process informs your organization’s decisions, growth, and goals.

Strategic planning helps you clearly define your company’s long-term objectives—and maps how your short-term goals and work will help you achieve them. This, in turn, gives you a clear sense of where your organization is going and allows you to ensure your teams are working on projects that make the most impact. Think of it this way—if your goals and objectives are your destination on a map, your strategic plan is your navigation system.

In this article, we walk you through the 5-step strategic planning process and show you how to get started developing your own strategic plan.

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What is strategic planning?

Strategic planning is a business process that helps you define and share the direction your company will take in the next three to five years. During the strategic planning process, stakeholders review and define the organization’s mission and goals, conduct competitive assessments, and identify company goals and objectives. The product of the planning cycle is a strategic plan, which is shared throughout the company.

What is a strategic plan?

A strategic plan is the end result of the strategic planning process. At its most basic, it’s a tool used to define your organization’s goals and what actions you’ll take to achieve them.

Typically, your strategic plan should include: 

Your company’s mission statement

Your organizational goals, including your long-term goals and short-term, yearly objectives

Any plan of action, tactics, or approaches you plan to take to meet those goals

What are the benefits of strategic planning?

Strategic planning can help with goal setting and decision-making by allowing you to map out how your company will move toward your organization’s vision and mission statements in the next three to five years. Let’s circle back to our map metaphor. If you think of your company trajectory as a line on a map, a strategic plan can help you better quantify how you’ll get from point A (where you are now) to point B (where you want to be in a few years).

When you create and share a clear strategic plan with your team, you can:

Build a strong organizational culture by clearly defining and aligning on your organization’s mission, vision, and goals.

Align everyone around a shared purpose and ensure all departments and teams are working toward a common objective.

Proactively set objectives to help you get where you want to go and achieve desired outcomes.

Promote a long-term vision for your company rather than focusing primarily on short-term gains.

Ensure resources are allocated around the most high-impact priorities.

Define long-term goals and set shorter-term goals to support them.

Assess your current situation and identify any opportunities—or threats—allowing your organization to mitigate potential risks.

Create a proactive business culture that enables your organization to respond more swiftly to emerging market changes and opportunities.

What are the 5 steps in strategic planning?

The strategic planning process involves a structured methodology that guides the organization from vision to implementation. The strategic planning process starts with assembling a small, dedicated team of key strategic planners—typically five to 10 members—who will form the strategic planning, or management, committee. This team is responsible for gathering crucial information, guiding the development of the plan, and overseeing strategy execution.

Once you’ve established your management committee, you can get to work on the planning process. 

Step 1: Assess your current business strategy and business environment

Before you can define where you’re going, you first need to define where you are. Understanding the external environment, including market trends and competitive landscape, is crucial in the initial assessment phase of strategic planning.

To do this, your management committee should collect a variety of information from additional stakeholders, like employees and customers. In particular, plan to gather:

Relevant industry and market data to inform any market opportunities, as well as any potential upcoming threats in the near future.

Customer insights to understand what your customers want from your company—like product improvements or additional services.

Employee feedback that needs to be addressed—whether about the product, business practices, or the day-to-day company culture.

Consider different types of strategic planning tools and analytical techniques to gather this information, such as:

A balanced scorecard to help you evaluate four major elements of a business: learning and growth, business processes, customer satisfaction, and financial performance.

A SWOT analysis to help you assess both current and future potential for the business (you’ll return to this analysis periodically during the strategic planning process). 

To fill out each letter in the SWOT acronym, your management committee will answer a series of questions:

What does your organization currently do well?

What separates you from your competitors?

What are your most valuable internal resources?

What tangible assets do you have?

What is your biggest strength? 

Weaknesses:

What does your organization do poorly?

What do you currently lack (whether that’s a product, resource, or process)?

What do your competitors do better than you?

What, if any, limitations are holding your organization back?

What processes or products need improvement? 

Opportunities:

What opportunities does your organization have?

How can you leverage your unique company strengths?

Are there any trends that you can take advantage of?

How can you capitalize on marketing or press opportunities?

Is there an emerging need for your product or service? 

What emerging competitors should you keep an eye on?

Are there any weaknesses that expose your organization to risk?

Have you or could you experience negative press that could reduce market share?

Is there a chance of changing customer attitudes towards your company? 

Step 2: Identify your company’s goals and objectives

To begin strategy development, take into account your current position, which is where you are now. Then, draw inspiration from your vision, mission, and current position to identify and define your goals—these are your final destination. 

To develop your strategy, you’re essentially pulling out your compass and asking, “Where are we going next?” “What’s the ideal future state of this company?” This can help you figure out which path you need to take to get there.

During this phase of the planning process, take inspiration from important company documents, such as:

Your mission statement, to understand how you can continue moving towards your organization’s core purpose.

Your vision statement, to clarify how your strategic plan fits into your long-term vision.

Your company values, to guide you towards what matters most towards your company.

Your competitive advantages, to understand what unique benefit you offer to the market.

Your long-term goals, to track where you want to be in five or 10 years.

Your financial forecast and projection, to understand where you expect your financials to be in the next three years, what your expected cash flow is, and what new opportunities you will likely be able to invest in.

Step 3: Develop your strategic plan and determine performance metrics

Now that you understand where you are and where you want to go, it’s time to put pen to paper. Take your current business position and strategy into account, as well as your organization’s goals and objectives, and build out a strategic plan for the next three to five years. Keep in mind that even though you’re creating a long-term plan, parts of your plan should be created or revisited as the quarters and years go on.

As you build your strategic plan, you should define:

Company priorities for the next three to five years, based on your SWOT analysis and strategy.

Yearly objectives for the first year. You don’t need to define your objectives for every year of the strategic plan. As the years go on, create new yearly objectives that connect back to your overall strategic goals . 

Related key results and KPIs. Some of these should be set by the management committee, and some should be set by specific teams that are closer to the work. Make sure your key results and KPIs are measurable and actionable. These KPIs will help you track progress and ensure you’re moving in the right direction.

Budget for the next year or few years. This should be based on your financial forecast as well as your direction. Do you need to spend aggressively to develop your product? Build your team? Make a dent with marketing? Clarify your most important initiatives and how you’ll budget for those.

A high-level project roadmap . A project roadmap is a tool in project management that helps you visualize the timeline of a complex initiative, but you can also create a very high-level project roadmap for your strategic plan. Outline what you expect to be working on in certain quarters or years to make the plan more actionable and understandable.

Step 4: Implement and share your plan

Now it’s time to put your plan into action. Strategy implementation involves clear communication across your entire organization to make sure everyone knows their responsibilities and how to measure the plan’s success. 

Make sure your team (especially senior leadership) has access to the strategic plan, so they can understand how their work contributes to company priorities and the overall strategy map. We recommend sharing your plan in the same tool you use to manage and track work, so you can more easily connect high-level objectives to daily work. If you don’t already, consider using a work management platform .  

A few tips to make sure your plan will be executed without a hitch: 

Communicate clearly to your entire organization throughout the implementation process, to ensure all team members understand the strategic plan and how to implement it effectively. 

Define what “success” looks like by mapping your strategic plan to key performance indicators.

Ensure that the actions outlined in the strategic plan are integrated into the daily operations of the organization, so that every team member's daily activities are aligned with the broader strategic objectives.

Utilize tools and software—like a work management platform—that can aid in implementing and tracking the progress of your plan.

Regularly monitor and share the progress of the strategic plan with the entire organization, to keep everyone informed and reinforce the importance of the plan.

Establish regular check-ins to monitor the progress of your strategic plan and make adjustments as needed. 

Step 5: Revise and restructure as needed

Once you’ve created and implemented your new strategic framework, the final step of the planning process is to monitor and manage your plan.

Remember, your strategic plan isn’t set in stone. You’ll need to revisit and update the plan if your company changes directions or makes new investments. As new market opportunities and threats come up, you’ll likely want to tweak your strategic plan. Make sure to review your plan regularly—meaning quarterly and annually—to ensure it’s still aligned with your organization’s vision and goals.

Keep in mind that your plan won’t last forever, even if you do update it frequently. A successful strategic plan evolves with your company’s long-term goals. When you’ve achieved most of your strategic goals, or if your strategy has evolved significantly since you first made your plan, it might be time to create a new one.

Build a smarter strategic plan with a work management platform

To turn your company strategy into a plan—and ultimately, impact—make sure you’re proactively connecting company objectives to daily work. When you can clarify this connection, you’re giving your team members the context they need to get their best work done. 

A work management platform plays a pivotal role in this process. It acts as a central hub for your strategic plan, ensuring that every task and project is directly tied to your broader company goals. This alignment is crucial for visibility and coordination, allowing team members to see how their individual efforts contribute to the company’s success. 

By leveraging such a platform, you not only streamline workflow and enhance team productivity but also align every action with your strategic objectives—allowing teams to drive greater impact and helping your company move toward goals more effectively. 

Strategic planning FAQs

Still have questions about strategic planning? We have answers.

Why do I need a strategic plan?

A strategic plan is one of many tools you can use to plan and hit your goals. It helps map out strategic objectives and growth metrics that will help your company be successful.

When should I create a strategic plan?

You should aim to create a strategic plan every three to five years, depending on your organization’s growth speed.

Since the point of a strategic plan is to map out your long-term goals and how you’ll get there, you should create a strategic plan when you’ve met most or all of them. You should also create a strategic plan any time you’re going to make a large pivot in your organization’s mission or enter new markets. 

What is a strategic planning template?

A strategic planning template is a tool organizations can use to map out their strategic plan and track progress. Typically, a strategic planning template houses all the components needed to build out a strategic plan, including your company’s vision and mission statements, information from any competitive analyses or SWOT assessments, and relevant KPIs.

What’s the difference between a strategic plan vs. business plan?

A business plan can help you document your strategy as you’re getting started so every team member is on the same page about your core business priorities and goals. This tool can help you document and share your strategy with key investors or stakeholders as you get your business up and running.

You should create a business plan when you’re: 

Just starting your business

Significantly restructuring your business

If your business is already established, you should create a strategic plan instead of a business plan. Even if you’re working at a relatively young company, your strategic plan can build on your business plan to help you move in the right direction. During the strategic planning process, you’ll draw from a lot of the fundamental business elements you built early on to establish your strategy for the next three to five years.

What’s the difference between a strategic plan vs. mission and vision statements?

Your strategic plan, mission statement, and vision statements are all closely connected. In fact, during the strategic planning process, you will take inspiration from your mission and vision statements in order to build out your strategic plan.

Simply put: 

A mission statement summarizes your company’s purpose.

A vision statement broadly explains how you’ll reach your company’s purpose.

A strategic plan pulls in inspiration from your mission and vision statements and outlines what actions you’re going to take to move in the right direction. 

For example, if your company produces pet safety equipment, here’s how your mission statement, vision statement, and strategic plan might shake out:

Mission statement: “To ensure the safety of the world’s animals.” 

Vision statement: “To create pet safety and tracking products that are effortless to use.” 

Your strategic plan would outline the steps you’re going to take in the next few years to bring your company closer to your mission and vision. For example, you develop a new pet tracking smart collar or improve the microchipping experience for pet owners. 

What’s the difference between a strategic plan vs. company objectives?

Company objectives are broad goals. You should set these on a yearly or quarterly basis (if your organization moves quickly). These objectives give your team a clear sense of what you intend to accomplish for a set period of time. 

Your strategic plan is more forward-thinking than your company goals, and it should cover more than one year of work. Think of it this way: your company objectives will move the needle towards your overall strategy—but your strategic plan should be bigger than company objectives because it spans multiple years.

What’s the difference between a strategic plan vs. a business case?

A business case is a document to help you pitch a significant investment or initiative for your company. When you create a business case, you’re outlining why this investment is a good idea, and how this large-scale project will positively impact the business. 

You might end up building business cases for things on your strategic plan’s roadmap—but your strategic plan should be bigger than that. This tool should encompass multiple years of your roadmap, across your entire company—not just one initiative.

What’s the difference between a strategic plan vs. a project plan?

A strategic plan is a company-wide, multi-year plan of what you want to accomplish in the next three to five years and how you plan to accomplish that. A project plan, on the other hand, outlines how you’re going to accomplish a specific project. This project could be one of many initiatives that contribute to a specific company objective which, in turn, is one of many objectives that contribute to your strategic plan. 

What’s the difference between strategic management vs. strategic planning?

A strategic plan is a tool to define where your organization wants to go and what actions you need to take to achieve those goals. Strategic planning is the process of creating a plan in order to hit your strategic objectives.

Strategic management includes the strategic planning process, but also goes beyond it. In addition to planning how you will achieve your big-picture goals, strategic management also helps you organize your resources and figure out the best action plans for success. 

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What is Strategic Planning? The Key Components, Process & Role Leaders Play in Ensuring a Strategy's Success

by Thuy Sindell, PhD. and Milo Sindell, MS.

Strategic planning is a process that is essential for companies to ensure successful and sustainable growth.

An intelligent and actionable strategic plan is a vital part of competing within the marketplace. It directs businesses to take meaningful action to help them reach their organization’s goals by mapping out a clear direction, creating measurable goals, and allocating resources to pursue these specific objectives.

What is Strategic Planning?

A strategic plan is an essential process and strategy execution document for any company looking to make the most of its resources and reach long-term organizational goals.

This vital and continually evolving document outlines a clear direction, sets objectives that must be achieved, and provides an actionable roadmap for success; it also helps organizations stand out from competitors by allowing them to differentiate themselves in the marketplace with their unique approach.

A well-crafted strategic plan will help companies stay focused on their mission while making decisions based on core values guiding them toward achieving desired results by ensuring everyone is moving in the same direction.

What are the Key Components of a Strategic Plan?

Several key components make up a well-developed strategic plan. These key components include:

A Mission Statement

An organization’s mission statement states the company’s purpose and the reasons why it exists. Although you might be already clear on the mission, reiterating your mission statement and connection to the plan acts as a foundation for the strategic plan and your strategy.

A Vision Statement

The company vision is the bigger objective that the company aspires to achieve. This may be as broad as making the world a better place through your product or service or ridding bathrooms of mildew. Whatever your vision, it should be connected to your strategic plan

Aligning the company mission and vision statements is the first crucial step to strategic planning.

SWOT Analysis

An overall evaluation of the company’s strengths, weaknesses, opportunities, and threats. Knowing these points will help you leverage your resources, shore up gaps, and realistically plan your path and the potential risks. Your SWOT analysis will help ensure that your strategic plan is based upon reality and play an important part in your strategic management process.

Goals & Objectives

Goals and objectives need specific, measurable, achievable, and time-bound targets the company wants to achieve. Ensure your goals are achievable, measurable, and can be clearly communicated as part of your strategic planning. High-level company objectives should cascade and align with the objectives of various divisions and teams. The Strategic plans of each division and team should map directly to broader company goals and methods.

The specific courses of action that the company will take to achieve its measurable goals and specific strategic issues.

Action Plans

Detailed project plans outlining the specific steps that will be taken to implement the strategies.

Resource Allocation

The allocation of financial, human, and other resources to implement the action plans.

Evaluation and Control

Evaluation and control are based on measures and systems to monitor the company’s progress toward achieving its organization’s goals, objectives, and financial plan and to make adjustments as necessary.

Who is Responsible for Creating a Strategic Plan?

In general, creating a strategic plan is the responsibility of the company’s top management team - the CEO, CFO, other executives, etc.

However, though the top management will do the strategic thinking, it’s essential for key members throughout the entire organization to be involved in the strategic planning process as different departments, employees, and human resources will have valuable insights and perspectives to contribute to the strategy formation. Also, when various constituents are a part of and the planning process a sense of ownership and commitment to the strategic plan’s success is reinforced.

It’s also common for companies to seek input from external stakeholders, customers, suppliers, and industry experts as part of the strategic planning process. As part of your planning process make sure to identify any critical stakeholders outside of your company.

What Makes the Strategic Planning Process Effective?

Below are some key factors that contribute to the overall effectiveness of a successful strategic plan and the strategic planning process. Understanding these points will help make your strategic planning process more effective:

The plan needs to be clear & concise, with specific strategic goals & objectives that are easy for everyone to understand. Senior leadership plays a critical role in ensuring that each objective is clear and how objectives will be achieved is understood.

The strategic plan needs to take the company’s resources & capabilities into account, and the goals need to be realistic & achievable based on the market data.

The plan needs to be flexible enough to allow for adjustments to be made in response to changes in the external environment after deployment.

The plan must be aligned with the company’s mission, vision & values and should support the organization’s overall direction in terms of business plan and annual budgets.

Easily Communicated

The plan needs to be communicated effectively to all stakeholders & investors, including employees & customers.

The plan needs clear & actionable steps and a timeline for implementation. It must be followed consistently to ensure progress toward business goals like increasing sales and maximizing profit.

The plan needs to measure & evaluate progress, collect feedback, and be reviewed and updated regularly to ensure continuous progress toward company goals and that the plan remains relevant and practical and targets logical key performance indicators.

An effective strategic plan identifies potential factors that might derail the plan and, at a minimum, provides high-level alternatives should the plan become derailed.

When Do Strategic Plans Fail?

Listed below are a few potential reasons why strategic planning might fail. Understanding why strategic plans fail will help create more effective strategic planning outcomes:

Lacks Clarity

Plans need to be clear and specific. If not, it may be difficult to understand and challenging to implement. When a strategic plan is ambitious it is tough for people to feel connected and motivated to take action.

Lack of Realistic Options and Objectives

Plans need to be realistic. If the plan cannot really be achieved, it’ll be difficult to implement and lead to frustration, disappointment, and potential failure.

Lack of Flexibility

The plan needs to be flexible; if it’s not is not flexible and doesn’t allow for adjustments in response to changes in the environment (internal and external) or from evaluation or measurement, it may become irrelevant or ineffective.

Lack of Alignment

The plan needs to be aligned with the company’s mission, vision, and values; if not consistent with the organization’s overall direction, it can quickly become out of sync with its underlying purpose and be ineffective in helping to reach desired goals.

Lack of Understanding

The plan needs to be communicated effectively to all key stakeholders and take feedback from all stakeholders; otherwise, it may be misunderstood or, worse - ignored or seen as not valuable.

Lack Actionable Steps

The strategic plan needs to be implemented swiftly and consistently; if the action steps are not clear or too hard to implement, they may not be implemented effectively.

Lack of Measurable Outcomes

The strategic plan needs to be reviewed and updated regularly, and its performance evaluated after implementation; otherwise, it may become ineffective or outdated, therefore ineffective at achieving desired outcomes.

External Factors

Changes in the external environment can have a huge effect. Changes like shifts in the economy or customer preferences, if not accounted for, can seriously impact the effectiveness of a once brilliant strategic plan.

However, as in life and business, things change, and every business must be able to adapt quickly to changing circumstances. This is why an effective plan includes contingencies.

What is a Company Leader’s Role in Ensuring the Strategic Plan is Implemented Successfully?

Strategic management.

Company leaders are responsible for ensuring that the strategic plan is implemented successfully.

Some specific ways business leaders can ensure the plan is implemented properly are:

Clearly Communicate the Plan

Business leaders need to communicate the strategic plan effectively to all key stakeholders, including employees, customers, and investors. Any questions need to be answered and clarified, so everyone is aligned. The strategic plan should be shared in a way that you (the leader) demonstrate ownership and enthusiasm and can share with your team how each role is vital to achieving the plan’s objectives.

Providing Resources

Leaders need to ensure that resources, such as funding, personnel, and technology, are available to everyone needed in order to implement the plan successfully.

Setting Expectations

Leaders need to set clear expectations for implementing the plan and hold the designated employees accountable for meeting those expectations. Clear and achievable timelines need to be established and committed to by each stakeholder.

Leading by Example

Leaders need to model the behaviors and values outlined in the plan and encourage others to do the same.

Providing Support

Leaders need to provide support and guidance to employees as they work through problems toward achieving the strategic goals and objectives of the plan.

Monitoring Progress

Leaders need to monitor the progress towards achieving the goals and objectives outlined in the plan and make adjustments in the operational plans as they see fit, as needed.

Celebrating Successes

Leaders need to recognize and celebrate wins along the way to help keep morale high and encourage continued progress toward the ultimate goals.

What’s the Role of Each Individual Employee in Implementing & Supporting the Strategic Plans Success?

Employees are the driving force and critical in implementing and supporting the strategic plan’s success. Your employees will be the eyes and ears of how the strategic plan works. This is why it is vital for leaders to create a business environment where there is open communication and all types of information can be shared and reviewed in relation to its impact on the long- term strategy. Leaders must foster an open environment where questions can be asked and bad and good news shared. Leaders can help employees play their part by ensuring employees are supported and are clear on their ability to do the following:

Understand the Plan

Employees need to understand the strategic plan, how it aligns with the company’s mission, the steps to take, and most importantly, the goals.

Aligning Work and Job Goals with the Plan

Leaders, managers, and employees need to align their work with the strategic plan and prioritize tasks that support achieving the plan’s goals & strategic objectives.

Manage Implementation

Employees must consistently follow through on their assigned tasks and responsibilities to implement the plans, steps, and processes.

Provide Feedback

During the initial review of the organization’s current status, employees must provide feedback and suggestions to improve the plan. During its implementation, employees need to provide feedback based on performance and potentially adjust the plan if needed for better performance and goals.

Communicate Laterally and Up

Employees need to communicate with coworkers to ensure everyone is working towards the same goals & objectives and, most importantly, employees need to communicate to their manager on how their contribution is proceeding.

Seek Support and Guidance

Employees need to seek support and guidance from leaders if they need help implementing any steps of the plan or achieving goals.

Do Some Companies Believe that Strategic Planning is a Waste of Time?

Sure. It’s possible some companies may view strategic planning as a waste of time. This could be due to a variety of reasons: resources required upfront, lack of understanding of the benefits of strategic planning, a lack of buy-in from senior management, or a lack of resources to dedicate to the process.

However, for massively successful companies, strategic planning is recognized as an invaluable tool to help organizations achieve their long-term goals and be outstanding in a competitive marketplace.

Strategic planning can also help companies be more agile and adapt to changes in the external environment. For these reasons, it’s generally recommended that companies engage in strategic planning and review results on a regular basis.

What Makes a Great Strategy?

What makes a great competitive strategy? Several characteristics are often considered to be key elements of great strategy execution:

A great strategy is clear & easy to understand, with specific goals & strategic objectives that are well-defined.

A great strategy is a focused strategy. A great strategy is focused on a specific area of the business and doesn’t try to do too many things at once.

A great strategy is aligned with the company’s overall mission, vision for the future, and values, supporting the organization’s overall direction.

Flexibility

A great strategy is flexible and allows for adjustments to be made in response to results and changes in the external environment.

A great strategy is realistic & achievable, taking into account the company’s resources & capabilities and what can actually get done.

Differentiation

The great strategy sets the company apart from its competitors in the marketplace and helps it to differentiate itself from competitors to customers.

A great strategy can be executed effectively, with clear action steps, a timeline for implementation, and who is responsible for each action step.

Evaluation & Feedback

The great strategy includes measures for evaluating progress and collecting feedback, and it needs to be reviewed regularly & potentially updated to ensure it remains relevant & effective.

When is a Great Strategy Not Enough to Ensure Company Success?

While a great strategy can certainly be a key factor in a company’s success, it’s not the only factor needed to be successful. There are a number of other internal and external factors that can impact a company’s success, including:

Even the best strategy will not be a successful strategy if executed poorly.

A company needs resources, period. Resources like funding, personnel, and technology, are essential to implement strategy effectively.

Changes in external factors are equally important as the internal environment. For example, economic shifts or customer preferences can impact a company’s success.

Competition

A company’s success can also be impacted by its competitors’ actions and even competitors’ reactions to strategy implementation.

Market Demand

A company’s success will depend partly on the market demand for its products or services. Demand should absolutely be a part of the strategy formulation.

A company’s success will highly depend on the quality of its products or services and its ability for its products to meet customer needs.

The senior leadership of a company can play a key role in its success, or failure, as they set the vision & direction of the organization.

How Does Company Leadership Play a Critical Part in a Company’s Strategic Success?

Without involved leadership, a strategic plan will more than likely fail. A company’s leadership plays a critical role in strategic success in several ways:

Setting the Direction

A company’s leadership is responsible for setting the organization’s vision and direction and creating a strategic management plan that aligns with that direction.

A company’s Leadership is responsible for ensuring that the necessary resources, such as funding, personnel, and technology, are available to implement the strategic plan.

Communicating the Plan

A company’s leadership communicates the strategic management plan effectively and consistently to all stakeholders, including employees, customers, and investors.

A company’s leadership needs to model the behaviors and values aligned with the plan and encourage others to do the same.

A company’s leadership needs to provide support & guidance to employees as they work towards achieving the goals and objectives of the strategic plan. This will help in employee retention and strategic success.

A company’s leadership needs to monitor progress toward achieving the goals & objectives of the plan and make necessary adjustments as needed.

A company’s leadership needs to recognize and celebrate successes along the way to help keep team morale high and encourage continued progress to achieve goals.

How Can Companies Prepare & Support their Leaders to Implement & Ensure Strategic Planning Success?

There are many ways in which companies can prepare and support their leaders to implement and ensure the success of their strategic planning initiative.

Provide Proper Training

Companies need to provide training & strategy development opportunities to help their leaders acquire the knowledge and skills they need to implement & support the strategic vision effectively.

Encourage Open Communication

Companies need to foster an environment of open, clear communication and encourage leaders to seek input & feedback from their teams within the strategic framework - even when the strategy map is not positive.

Align Leadership with Company Values

Companies must ensure that their leadership’s values align with the company’s values and culture and that their leaders are committed to the mission and vision of the organization.

Encourage Collaboration

Companies need to encourage collaboration & cross-functional teamwork as a part of project management to ensure that all departments work towards the same goals & objectives.

Provide Resources

As part of the strategic planning process, companies need to ensure their leadership has the necessary resources, such as funding, personnel, & technology, to implement the strategic plan effectively for the entire duration.

Establish Clear Expectations

Companies must set clear expectations for how strategic planning should be activated and implemented and hold leadership accountable for meeting expectations as per the strategic plan document.

Monitor Progress

Company leaders need to monitor the progress toward achieving the goals and objectives of the strategic plan and provide their support and guidance as needed. Strategic planning is essential for business success, and the key to achieving successful results lies in the hands of leadership. For leaders to ensure a strategy’s success, they must become strategic planners and the details of the business’s strategic plan must be organized and understood by each person responsible.

Leaders and managers need to communicate the strategic plan through consistent discussions that foster collaborative decision-making. Responsibilities for the planning process and success also extend beyond the leader and onto each individual employee to help realize the steps of an effective strategic plan. Companies must set clear strategic objectives that align with their mission and strategic goals while preparing business leaders to carry out those plans. When done correctly, with careful attention paid to all levels of the organization, successful strategic planning can lead a company in the right direction toward long-term sustainability and future opportunities.

Having a clear strategic plan is one of those obvious items that every company should have in place yet many companies don’t.

Although the effort of investing the time and resources into creating a strategic planning template can be demanding, the value and impact of your investment can return a healthy multiple.

Once your mission and vision statements and strategic plan are in place they become a touchstone to focus your business, align teams, and what makes your way of navigating your market and competition unique.

We hope that this resource provides a road map and helps facilitate the development of your strategic plan if you don’t have one yet. For those that do have strategic plans, we hope this resource helps act as a checklist to fortify the strategy development you’ve already created.

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Key elements on how to write a strategic plan.

Some organizations get stumped during the beginning steps of how to write a strategic plan.  Strategic planning can definitely seem daunting with all the guides, recommendations, books, and consultants out there telling you to do it one way or another.  Sometimes the best thing to do is step back and take a look at the key elements of a strategic plan.  Not to oversimplify the planning process, but by dividing a strategic plan into four areas, you can clearly see how to pieces fit together.

The four pieces of the puzzle are found in these questions:

• Where are we now?
• Where are we going?
• How will we get there?
• How will we measure our progress?

Each area has certain elements to show you how and where things fit.  Below is a bird’s-eye view of the elements of a strategic plan.

What matters most is having a strategy and, therefore, an effective strategic plan.  An effective plan and execution process require the following attributes:

• Purpose-driven: A plan based on a mission and a real, true competitive advantage is key.  Without it, what’s the point of the plan or the organization?
• Integrated: Each element supports the next.  No objectives are disconnected from goals, and no strategies sit all alone.
• Systematic: Don’t think of the plan as one big document.  Instead, give it life by break it into executable parts.
• Dynamic: The plan isn’t a static document but a living one.
• Holistic: All areas of the organization are included.  Don’t plan based on departments first because you risk limiting your thinking.  Plan by thinking about the organization as a whole entity and then implement on a department-by-department basis.
• Understandable: Everyone gets it.  If anyone, from the top of the organization to the bottom, doesn’t understand the plan or how he or she fits in, it won’t work.
• Realistic: You can implement the plan.  Don’t over plan.  Make sure you have the resources to support the goals you decide to focus on.

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6 Elements of Effective Strategic Planning

While the business operations framework is a continuous cycle in which each stage informs the next, developing a strategic plan is the best place to start.

During the strategic planning process, an organization performs three steps:

• Builds or modifies the foundational strategic vision and mission
• Commits to goals that drive overall health
• Develops a long-term plan to achieve the goals

A strong strategic plan positions the organization for success and clearly defines it at every level.

A common mistake we see businesses make is starting tactical initiative execution without first communicating and aligning on the goal. Skipping these important steps can leave your organization without direction.

Read ahead to learn more about the six vital elements of strategic planning: vision , mission , objectives , strategy , approach , and tactics . 

1.     Define your vision

An organization’s vision statement is an aspirational description of what it wants to achieve in the future..

A vision statement serves as a clear guide for choosing current and future courses of action — a definition of where you want your organization to be in the long term. It sets the tone and provides a North Star on the horizon.

One example of a company with a strong vision statement is Warby Parker, the online prescription glasses retailer founded in 2010 that is now worth an estimated $3 billion.

Warby Parker’s vision statement has two parts: “We believe that buying glasses should be easy and fun. It should leave you happy and good-looking, with money in your pocket. We also believe that everyone has a right to see.”

With just three sentences, the vision statement tells you exactly what the company aims to achieve. Namely, to make the process for buying prescription glasses and sunglasses fun and straightforward (unlike the traditional method). The vision also aims for customers to have fashionable frames, but at a lower cost than existing options.

The last sentence of the vision statement adds in a purpose statement (aka why the company exists): “We also believe that everyone has a right to see.” Since the beginning, Warby Parker has touted its “Buy a Pair, Give a Pair” program that donates glasses to people who can’t otherwise afford them. According to the CEO, this purpose is what motivates employees to join and stay with the company. Not all leaders include a social impact focus in their company’s vision and purpose statement, but it’s becoming increasingly popular with the growing buying power of Millennial and Gen Z consumers.

A powerful vision statement helps company employees focus their work in the right direction — and a strong vision statement will do the same for your organization.

2.     Create your mission

While your vision is an organization-wide goal, your mission how you plan to achieve the vision..

Without a mission, your organization lacks the why and how. If everyone in your organization has their own interpretation of the vision, it can lead to conflicting strategies and initiatives.

For Warby Parker, there are many possible routes to achieve the company vision that states “buying glasses should be easy and fun. It should leave you happy and good-looking, with money in your pocket.”

The company’s mission statement is: “By circumventing traditional channels, designing glasses in-house, and engaging with customers directly, we’re able to provide higher-quality, better-looking prescription eyewear at a fraction of the going price.”

After the founding team realized early on that one large company dominated the eyewear industry with inflated prices, they decided to find a way to lower prices and increase quality, while also turning a profit. The resulting actions included bringing many traditionally outsourced services in-house, such as design and consumer marketing/sales.

3.     Set your objectives

Objectives are specific results that a person or system aims to achieve within a time frame..

Defining success early lets you know if you are on the path to achieve your mission and vision. Clearly articulating your objectives creates goal posts by which your organization can measure its overall health and the impact of strategic initiatives.

In general, good objectives should be clear, measurable and be supported by multiple strategic initiatives across the organization.

While Warby Parker isn’t a public company and is not legally required to release annual financial statements, the organization does voluntary release an annual impact report. The report provides a window into the company’s strategic objectives with the inclusion of priority issues relevant to both stakeholders and the company. For the most recent 2019 report , the top issues cited are the Buy a Pair, Give a Pair program, customer experience, innovation, product safety, and responsible sourcing.

For the Buy a Pair, Give a Pair program, Warby Parker’s relevant objective might be aimed at growing the program, while the innovation priority may be tied to the objective of innovating to meet the strategic vision and mission. The issue of responsible sourcing could lead to an objective of using all recycled packaging or becoming carbon neutral. While the listed issues are presented through an impact lens, they also have a financial purpose.

4.    Develop your strategy

Your strategy is a long-term plan that enables you to achieve your organization’s objectives..

An effective strategy brings together vision and execution. Strategies are much more specific than an organization’s vision, mission, and objectives. They are typically only shared within an organization and ideally built around an organization’s needs and market context. Strategies should map long-term plans to objectives and actionable steps, foster innovative thinking, as well as anticipate and mitigate potential pitfalls.

Strategic plans often look out 3-5 years, and there may be a separate plan for each individual objective within the organization. In the Warby Parker annual impact report, we have insight into the strategy for each of the objectives identified above. We’ll highlight potential strategies for two areas: the Buy a Pair, Give a Pair program and innovation.

By the end of 2019 Warby Parker had distributed seven million pairs of glasses to 23 countries through the Buy a Pair, Give a Pair Program and will be likely focus on expanding those numbers in 2021 and beyond. According to the impact report, 2.5 billion people around the world lack access to affordable glasses to learn and work. In order to make a positive impact, Warby Parker needed to develop strategies to continue chipping away at that need, as well as meet company objectives, mission and vision. An example strategy for this program could be expanding the US-based Pupils Project, which gives school children access to free vision services and glasses. In the 2019-2020 school year, Warby Parker expanded the program from New York City and Baltimore to Philadelphia, providing vision services to an estimated 25,000 students in the School District of Philadelphia.

In addition, Warby Parker has traditionally been focused on eyewear and reimagining the customer experience for glasses wearers, so naturally the company’s leadership identified an innovation opportunity to add daily contact lenses in November 2019, which was likely the result of a multi-year strategic plan. Like Warby Parker’s eyeglasses process, the company allows a trial period for contact wearers, who can request 6 days of contacts in their prescription before committing to a full 90-day supply.

5.     Outline your approach

An approach provides a methodology for executing your strategy..

The approach is a framework for answering key questions that will later determine tactics. Plus, it guides an organization on how to execute the strategic plan.

Within our Warby Parker example, each strategic plan included an approach that guided the leadership team in their analysis and plan execution. While we won’t cover each decision the company made in 2019, we’d like to focus on two big ones: the Pupils Project expansion and the launch of the contact lens brand Scout.

When it came to expanding the Pupils Project, the Warby Parker leadership team needed an approach for addressing each key decision for the program. There were likely more decisions than we can cover in one whitepaper, but will focus on two: whether to partner with existing non-profits or create its own program and how to make the greatest impact with the funds available.

Leading up to the decision points, like whether to expand the Pupils Program to Philadelphia, the leadership’s approach probably included a consideration of whether to develop the program infrastructure and manage it internally or partner with existing non-profits. The approach also likely included a cost-benefit analysis of that question, evaluating the financial ROI and social impact of each option. The company ultimately choose to work with two local Philadelphia nonprofits.

Another key decision requiring a strong approach within the Pupils Program was how to have the greatest impact with the funds available. The company needed an approach that would help them answer and inform key decisions. Those decisions could have included an analysis of whether to contribute the glasses directly or make a cash equivalent donation to the nonprofits, how to identify schools for the project (for example considering the greatest overall need or the number of glasses Warby Parker can provide), as well as who should manage the logistics of the screenings and eyeglasses deliveries.

On the innovation side, Warby Parker needed a quality approach to ensure the contact lens brand launch (called Scout) was aligned with the existing mission, vision, objectives and strategies. In order to create a contact lens that was high quality, affordable, and with lower waste packaging, the company needed a multi-pronged approach. Two crucial areas of planning for the Scout contact lenses were undoubtedly the design of the product and choosing the right manufacturer.

Because contact lenses were completely new to the company, Warby Parker needed to either design them in house or hire an outside design team that would meet the high standards the leadership outlined in the 2019 impact report , “On top of creating a great shopping experience for our customers, we have high expectations for what a daily contact lens should be—high quality, moist, breathable, comfortable, innovative, and affordable. It’s a lot to ask of one product, but we were relentless in our search for a contact lens that checked all of those boxes.”

While the company does not say in the report which route it chose for design, the leadership likely did a cost benefit analysis of designing it in-house vs. working with an outside design company or freelance designers. The key considerations were likely the cost to design, the strategic importance of certain attributes (like breathability, moisture content, shape), the cost to manufacture, and the sustainability considerations.

In terms of the approach to find the right manufacturer, Warby Parker needed to find a partner that met the company’s quality, cost, and environmental standards. The sustainability standards included finding packaging with significant less waste and incorporating recycled materials from the manufacturing process. The company’s approach to finding a manufacturer probably included research and a ranking of multiple companies with the above criteria in mind, then doing a comparison across the top choices and additional due diligence before choosing a partner.

Through these examples, you can see how an approach ladders up to strategies, outcomes and eventually the company’s mission.

6.    Get down to tactics

Tactics are focused initiatives, projects, or programs that allow organizations to execute a strategic plan..

Tactics are the key to execution. They are the actions you take to make it all happen.

Within each decision Warby Parker made, the company used different tactics to move it from an idea to actual product or program. While each decision could have dozens of tactics, we’ve highlighted one or two examples for each.

For the Pupils Project at Warby Parker, the decision for how to have the largest impact possible required several tactics or initiatives to make that happen. The company choose to have the nonprofit partners run the screenings while Warby Parker provided the glasses and had the students choose their styles from 40 options in a truck show. One necessary tactic was bringing together the design and logistics teams to narrow down the style options that would be appealing to kids, cost effective, and easy to produce in large numbers.

Another important tactic was likely determining how to produce and deliver the glasses to the students, whether the glasses should deliver to their homes or the schools, and how to ensure the glasses fit correctly after they arrived. The Pupils Project’s overall goal is for children to have glasses to enable their ability to learn, and in order to do that, they need to actually use the glasses for the long-term, so it’s important to have styles that appeal to children, as well as well-fitting frames.

In terms of tactics for the Scout contact lens launch, once the company made the decision on a design team, the project leaders determined tactics to make the contacts idea a reality. The designers had specific research guidelines to find material and construction that fit the criteria of “high quality, moist, breathable, comfortable, innovative, and affordable.” The final product is made with a material that resists drying and constructed using new technology to increase eye comfort during wear.

The company design team also created flat pack packaging that is more hygienic, uses less raw materials, and takes up less space compared to traditional contact lens packaging. Even the placement of the contact (upside down) was intentional to reduce the chance of contamination from dirt or bacteria when the wearer puts them in their eye. Each of these items were likely framed as tactics and initiatives used to create the Scout lenses. Each was directly related to Warby Parker’s approach to the decision, the overall strategy, and aligned with the larger mission and vision.

On the surface, each tactic might not seem connected, but as you dig deeper, you’ll find that effective tactics should always tie back to the strategy, objectives, mission, and vision of the company.

This is the second in a 5-part blog series defining Spur Reply’s unique perspective on the often overlooked, but incredibly valuable world of business operations. 

Part 1: Overall business operations

Part 2: this blog focuses on strategic planning, part 3: operations design, part 4: initiative execution, part 5: business intelligence.

Dan Overgaag

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The essential elements of a strategic plan: explained

Jake Ballinger is an experienced SEO and content manager with deep expertise in FP&A and finance topics. He speaks 9 languages and lives in NYC.

We've said it before and we'll say it again:

Now more than ever before, companies must plan and plan again.

But how do you direct those plans?

Easy. You create a strategic plan.

But what are the elements of a strategic plan?

That's what we'll go over in this article.

Keep reading.

Jake Ballinger

FP&A Writer, Cube Software

What is strategic planning?

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The essential elements of a strategic plan

Steps in the strategic planning process

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Strategic planning is the process used to allocate resources, set goals, and identify risks and opportunities.

Strategic planners look at the company's current environment—such as competitors, customers, and the industry—to map out how best to pull in resources, create value for stakeholders, and survive in a competitive marketplace. 

Companies can create long-term plans that help them make decisions and structure operations through this process.

Strategic planning helps companies stay ahead of competitors by foreseeing challenges or opportunities before they occur and setting sound business objectives to serve the company’s mission.

How is strategic planning different from operational planning

The three spheres of financial planning and analysis (FP&A)—strategic, operational, and financial—all work together to provide a roadmap for the business. That said, they’re not interchangeable. Each type of planning covers a different aspect of the work and employs different tactics and skills.

Financial planning forecasts an organization's future finances, including income, expenses, and cash flow. It focuses on financial analysis of current and historical data to decide on long-term investments and budgeting. It’s the bedrock of all other planning , detailing the resources used to conduct business activities.

Operational planning focuses on short-term objectives for your current operations — setting budgets, creating schedules, and assigning tasks. It outlines the operational tactics the company will use to achieve the goals outlined in the strategic plan. 

Strategic planning is a future-facing tactic. Strategic plans consider what the company’s long-term goals are and how to best achieve them by maximizing opportunities and minimizing risks. 

Strategic planning looks at the bigger picture and considers how the company's external environment affects its goal attainment.

Strategic planning thinks in the long-term, with plans spanning one, five, or even 10 years out.

While the strategic plan can change based on outside factors, those changes always occur in service of the company’s vision.

Broad strategy is the framework on which all business activities are built.

If you know what you need to do in a high-level, strategic sense, it’s easier to outline the actions that lead to good outcomes.

Here’s how strategic planning helps companies move their objectives forward: 

Helps assess goals

Strategic planning helps a company analyze its position in the market and identify the best long-term goals to pursue.

It allows companies to align their plans with current industry trends to stay ahead of the competition.

It also enables companies to make informed decisions when examining the financial impact of various tactics and strategies. 

Strategic planning also gives leaders the tools to anticipate changes in the market and adjust their plans accordingly to ensure that they remain successful in the long run.

This plays an integral role in creating more effective strategies.

Informs operational planning

Businesses use operational planning to ensure smooth and efficient daily operations.

Team leaders set priorities, assign resources, manage staff, and monitor performance to ensure all tasks are completed according to the organization's goals and objectives.

Strategic planning creates a broader understanding of progress, from which teams can understand expectations, define roles and activities, and guide teams to optimize workflow resources. 

Produces better long-term results

A clear strategic roadmap makes it more likely to achieve goals and create consistent growth. It enables agile decisions tailored to the specific needs and objectives of the company.

With greater insight into how resources should be allocated, companies can identify growth areas and increase revenue without sacrificing long-term sustainability. 

The essential elements of a strategic plan 

Your unique business plan relies on data and input from many sources. The specific actions you take on that data determine your outcomes.

Though individual, every planning process should feature some key strategic planning elements, including: 

• Mission statement
• Company vision statement
• Company goals

Let's get into each.

What is a mission statement?

A company mission statement describes the big picture of what your company aspires to. It’s used to guide decision-making, planning, and goal-setting.

The best mission statements summarize your purpose in a quick, concise sentence telling others what to expect from your company.

It frames your employees’ approach to work and unifies them behind the company cause.

What is a vision statement? 

Vision statements are clear, concise, and (ideally) inspiring declarations that outline your company's core values.

They communicate why the organization exists and what it intends to achieve.

A well-crafted strategic vision statement provides a sense of purpose and direction, motivating employees, stakeholders, and customers toward a common destiny.

Vision statements are a useful tool for establishing strong company culture.

Company goals and objectives

If a business is on a journey, goals are the waypoints and destinations they try to reach. Organizational goals are the tangible outcomes of your mission, vision, and day-to-day efforts. They align with specific steps needed for success.

Goals keep teams on track and ensure everyone works toward a common future for the organization. They provide clarity about priorities and direction to inform decision-making. 

Strategic planning isn’t a single exercise. The best strategies evolve to fit changing markets and customer preferences.

Whether you’re building a strategy for the first time or improving your current planning process, your process should always involve the following key elements of strategic planning: 

1. Define your values

“What do you stand for?” It’s a simple question, but an important one.

Your corporate values tell everyone the answer to that question. Whether your company operates on values like honesty and integrity, environmental protection, equal access to services, or maximizing customer returns, your values should be documented, communicated (through the mission statement), and integrated into all company actions.

When defining values, a company should consider what its stakeholders (employees, customers, business partners) value. This ensures company values align with those in its business environment. 

2. Develop your mission and vision statements

Once you have a values framework, take time to define your mission statement and vision statement. These two key components aren’t just for marketing. They will serve as guideposts for your company and its decision-making.

• Your mission statement articulates your company values, purpose, and goals. It should be aspirational and inspiring, setting a high standard for the organization while providing direction. 
• The vision statement guides the company’s decisions, such as what opportunities to pursue, what products and services to provide, and how to set key performance indicators. 

Both statements must be clear, concise, and actionable—something your team members can easily remember and use as a reference in daily operations. Make these two identity statements a central part of your corporate communications.

3. Conduct a risk analysis

Risk analysis helps you identify potential risks and their effects on the organization.

During this step, you consider the internal and external environment to highlight potential risks, estimate their likelihood, and how to handle them. 

You may also conduct a SWOT analysis (short for strengths, weaknesses, opportunities, and risks) to help inform your annual planning . 

4. Examine your strategic options

Look at your mission and vision statements, risk analysis, and current resources. From there, consider opportunities that could help teams reach their goals.

Analyzing the industry trends and internal customer data may give you context when deciding between competing strategies. 

Ask what has worked for other competitors in your space, and how you can take advantage of these to differentiate your products or services.

Solicit internal feedback from your managers, teams, or leadership on the conditions and considerations they see in daily operations.

This well-rounded view of the business will bring your plans into sharper focus. 

5. Outline specific tactics

Tactics are the individual methods used for enacting your strategic plan. Take, for instance, an email marketing campaign.

This tactic involves sending multiple emails to prospective customers on an automated schedule. These emails could include educational content, promotions, and surveys to bring prospects further down the funnel.

Analyzing the data from these emails allows businesses to understand the effectiveness of their campaigns and adjust their strategies accordingly. 

Choose tactics that best align with the way your customers work, where they consume content, where they shop, and how they seek support. While the strategy may undergo adjustment, tactics are much more flexible.

You can try other options if one tactic doesn’t produce the desired results. 

6. Build KPIs and metrics

Once you have strategies, key performance indicators (KPIs) and metrics help measure success.

KPIs and metrics with clearly defined and measurable outcomes shed light on what’s working versus what can improve, plus highlight conditions or outcomes that are different from your expectations.

Committing to regular adjustments of your chosen metrics ensures your planning efforts achieve their desired outcomes.

Conclusion: create a strategic planning template with Cube

Now you know all the essential elements of strategic planning.

And the fastest way to create more plans is to template your planning process.

That's where Cube can help.

Cube connects to your ERP and HRIS (among other things) and integrates with Excel and Google Sheets.

So you can pull historical data, make models and plans, and easily share them with stakeholders or the rest of the planning committee.

Click the image below to request a free demo of Cube and see it in action.

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• Career Blog

Essential Elements of a Strategic Plan: A Guide to Success

The purpose of this article is to provide readers with a comprehensive understanding of the essential elements of a strategic plan, and how implementing a strategic plan is crucial for achieving long-term success in any organization.

A strategic plan is a detailed roadmap that outlines an organization’s vision, mission, and objectives, along with the strategies and tactics necessary to achieve these goals. It is a living document that evolves with time as the business environment changes.

Having a strategic plan is essential because it enables organizations to align their resources, efforts, and priorities toward achieving a common goal. It provides clarity on what the organization is trying to accomplish, how it’s going to achieve it, and how success will be measured. It also helps in identifying areas of improvement and opportunities for growth.

Without a strategic plan, organizations run the risk of being reactive instead of proactive, which can lead to missed opportunities and poor decision-making. A strategic plan provides the framework for making informed and objective decisions, which ensures that the organization remains focused and aligned with its goals.

Having a strategic plan is crucial for the long-term success of any organization. It provides direction, clarity, and focus, which are all essential components for achieving business objectives in a rapidly-changing business environment. In the following sections, we will explore the essential elements of a strategic plan, and how they can be used to enhance organizational performance and drive growth.

The Key Elements of a Strategic Plan

A strategic plan is a roadmap that outlines an organization’s vision, direction, and strategies for success. But what makes up a good strategic plan? Here are some key elements that every effective strategic plan should include:

Executive Summary

The executive summary is a brief overview of the entire strategic plan. It should provide a snapshot of your organization’s current situation, its goals and objectives, and the strategies you plan to use to achieve those goals. The executive summary should be compelling enough to entice readers to delve deeper into the plan.

Company Vision

A company vision statement should be a clear and concise declaration of what your organization aims to achieve in the long-term. It should inspire and guide your organization’s decision-making and provide a sense of purpose for your team.

Mission Statement

A mission statement should define your organization’s purpose, identity, and values. It should also provide a framework for your organization’s strategy and decision-making.

SWOT Analysis

A SWOT analysis is a tool that helps you identify your organization’s strengths, weaknesses, opportunities, and threats. It provides a comprehensive understanding of your organization’s internal and external environment, which is essential for crafting a successful strategic plan.

Goals and Objectives

Goals are broad, long-term aspirations that your organization wants to achieve. Objectives are specific, measurable steps that you will take to achieve those goals. They should be realistic, time-bound, and aligned with your organization’s vision and mission.

Action Plan

An action plan outlines the specific actions that you will take to achieve your objectives. It should include timelines, responsibilities, and resources required to implement each action.

A budget is a financial plan that outlines the resources required to implement your strategic plan. It should include all costs associated with achieving your goals and objectives, including staff, equipment, technology, and other necessary resources.

A strategic plan should include a timeline that outlines specific milestones and deadlines for achieving your goals and objectives. It should also allow for flexibility in case things don’t go as planned.

A successful strategic plan should have a clear vision and mission, a comprehensive analysis of internal and external factors, specific goals and objectives, a detailed action plan, a realistic budget, and a timeline for implementation. By including these key elements in your strategic plan, you can set your organization up for success and achieve your long-term goals.

Developing the Executive Summary

The executive summary is the most critical component of a strategic plan. It is a concise summary that provides an overview of the entire plan, including goals, strategies, and tactics. It is essential to ensure that the executive summary is well-written and thorough since it is often the only part of the plan that many stakeholders will read.

Components of an Effective Executive Summary

An effective executive summary should provide a brief overview of the following:

Goals: Clearly define the organization’s goals and objectives.

Strategies: Outline the strategies that will be used to achieve those goals.

Tactics: List the specific tactics that will be employed to execute the strategies.

Budget: Provide a financial summary of the strategic plan.

Timeline: Detail key milestones and deadlines.

Performance Metrics: Identify performance metrics to track progress.

How to Write an Executive Summary

To write an executive summary of 500 words, follow these steps:

Start with a concise introduction that highlights the purpose of the plan.

Summarize the company’s mission, vision, and values.

Provide a brief overview of the plan’s goals and objectives.

Outline the strategies that will be used to achieve those goals.

Provide specific tactics that will be employed to execute the strategies.

Briefly summarize the budget and timeline for the plan.

Outline the key performance metrics that will be used to track progress.

Conclude by summarizing the most critical aspects of the plan.

Remember that the executive summary should be well-written and persuasive, as it will be the first thing stakeholders read. Keep it clear, concise, and engaging to capture their attention and get them excited about the strategic plan.

An effective executive summary should be a comprehensive yet concise summary of the strategic plan’s essential components. Follow the steps outlined above to write a compelling executive summary that effectively communicates the plan’s key aspects.

Creating a Company Vision

Every successful business needs a clear vision. A company vision is the foundation of any strategic plan as it delineates where the company is headed, sets direction, and inspires employees with a shared goal to work toward. A well-defined vision guides decision making, motivates employees, and attracts and retains customers.

Importance of having a company vision

Without a clear vision, a company risks being aimless and directionless, with employees lacking a sense of purpose or focus on what they need to achieve. A compelling, meaningful vision provides the company with a sense of purpose and direction, allowing employees at every level to feel like they are part of something bigger than themselves. It helps everyone in the organization understand the company’s goals and aspirations and inspires them to work together collaboratively to achieve them.

How to create a company vision

Creating a strong vision requires several steps:

Reflect on your purpose and core values.  Begin by reflecting on your company’s core values and what drives your business. Consider what you want to achieve, what value you provide to customers, what makes you different, and what kind of impact you want to have.

Involve all stakeholders.  Involving stakeholders in the process of creating a vision ensures everyone is on the same page and invested in the outcome. Seek feedback and input from employees, customers, shareholders, and any relevant partners.

Be clear and concise.  A company vision should be clear, concise, and easily understood by everyone. It should also be specific enough to provide guidance and direction, without being too narrow or limiting.

Create a vision statement.  A vision statement should be a brief, inspiring, and memorable description of what you want to achieve. It should be a true reflection of your values, mission, and purpose, and reflect what success looks like for your company.

Communicate your vision.  Once you have developed your vision, communicate it clearly and purposefully to your employees, partners, and customers. Share it through all channels possible, and keep referring back to it when making critical business decisions.

Creating a clear and meaningful company vision is a vital step in building a solid foundation for success. It sets the direction for the company, motivates employees, and creates a sense of purpose and focus for everyone involved. With a well-articulated vision, your company can unlock new opportunities, attract and retain customers, and drive long-term growth and success.

Writing a Mission Statement

In any strategic plan, a mission statement plays a critical role. This section will explain what a mission statement is, the criteria required for a good one, and how to create a mission statement.

Definition of a Mission Statement

A mission statement is an organization’s declaration of its purpose and values. It serves as a guide for decision-making and provides direction for employees, stakeholders, and customers. A mission statement defines an organization’s reason for being and provides a sense of identity and direction.

Criteria for a Good Mission Statement

A good mission statement should be clear, concise, and inspiring. It should reflect an organization’s core values and differentiate it from its competitors. A good mission statement should also be easily understood by all stakeholders.

A good mission statement should answer the following questions:

• What do we do?
• Who do we do it for?
• How do we do it?
• Why do we do it?

How to Create a Mission Statement

Creating a mission statement requires careful consideration of an organization’s values, goals, and purpose. It should involve input from all stakeholders, including employees and customers.

The following steps can be followed to create a mission statement:

• Identify the organization’s core values and purpose.
• Consider the organization’s strengths, weaknesses, opportunities, and threats.
• Determine the target audience.
• Write a draft of the mission statement.
• Test the mission statement with stakeholders to ensure its clarity, relevance, and conciseness.
• Revise the mission statement as necessary.
• Publish the final mission statement.

A mission statement is an essential part of any strategic plan. A good mission statement sets an organization apart from its competitors, provides direction and purpose, and serves as a guide for decision-making. Use the above criteria and steps to create a mission statement that is clear, concise, and inspiring.

Conducting a SWOT Analysis

A SWOT analysis is a critical component of any successful strategic plan. Simply put, a SWOT analysis is a tool used to identify internal strengths and weaknesses and external opportunities and threats. This process can help businesses and organizations make informed decisions by assessing their strengths and weaknesses and identifying potential roadblocks and opportunities.

Definition and Importance of SWOT Analysis

A SWOT analysis examines an organization’s internal and external environment. The acronym SWOT stands for Strengths, Weaknesses, Opportunities, and Threats.

Strengths and weaknesses refer to an organization’s internal factors, such as its staff, resources, and infrastructure. Opportunities and threats refer to external factors, such as changes in the market, government regulations, or new competitors.

The importance of conducting a SWOT analysis lies in its ability to provide a comprehensive view of an organization’s position in its industry. By identifying these internal and external factors, an organization can make informed decisions about its future and improve its chances of success.

How to Conduct SWOT Analysis

The SWOT analysis process involves gathering information about an organization’s internal and external environment. Here are the steps to conduct a SWOT analysis:

Identify the company’s strengths – what makes it unique and successful?

Identify the company’s weaknesses – areas where it struggles or needs improvement.

Identify the company’s opportunities – potential areas for growth or expansion.

Identify the company’s threats – external factors that could negatively impact the business.

Once all of the internal and external factors have been identified, the organization can use this information to create a plan that leverages its strengths, mitigates its weaknesses, and takes advantage of opportunities while addressing threats.

Setting Goals and Objectives

No strategic plan is complete without setting clear goals and objectives. Goals and objectives are essential for organizations, as they provide direction, focus, purpose, and motivation.

Importance of Setting Goals and Objectives

Organizations that set clear goals and objectives are more likely to achieve success than those that don’t. Goals and objectives help teams and individuals in the organization to:

• Understand the purpose and direction of the organization
• Stay focused on what matters most
• Track progress and measure success
• Make informed decisions
• Align resources and efforts
• Increase accountability
• Enhance motivation and engagement

Without goals and objectives, organizations may struggle to prioritize their activities and resources and may lose sight of their purpose and mission.

SMART Criteria

To be effective, goals and objectives need to be specific, measurable, achievable, relevant, and time-bound. These are the SMART criteria:

• S pecific: Goals and objectives should be clear and unambiguous, answering the who, what, when, where, why, and how questions.
• M easurable: Goals and objectives should be quantifiable, so progress can be tracked and measured.
• A chievable: Goals and objectives should be realistic and attainable given the available resources and constraints.
• R elevant: Goals and objectives should align with the organization’s purpose and mission and be relevant to the current situation and environment.
• T ime-bound: Goals and objectives should have a deadline or timeframe for completion.

By applying the SMART criteria, organizations can ensure that their goals and objectives are clear, realistic, and measurable, which makes them more likely to achieve.

Here are some examples of goals and objectives that meet the SMART criteria:

• Specific:  Increase product sales by 20% in the next quarter by launching a new marketing campaign that targets Millennials.
• Measurable:  Reduce customer complaints by 50% in the next six months by improving the quality control process and conducting customer satisfaction surveys.
• Achievable:  Increase the employee engagement score by 10% in the next year by implementing a recognition and rewards program and providing career development opportunities.
• Relevant:  Expand the company’s product portfolio by launching three new products in the next year that align with the company’s mission to provide sustainable and innovative solutions.
• Time-bound:  Launch the new online platform by the end of the year by hiring a dedicated team, developing the platform’s features, and conducting user acceptance testing.

These examples demonstrate how goals and objectives should be specific, measurable, achievable, relevant, and time-bound, which makes them more effective in guiding organizations towards success.

Setting clear and SMART goals and objectives is an essential element of any strategic plan. Goals and objectives provide direction, focus, purpose, and motivation, and are essential for tracking progress and measuring success.

Creating an Action Plan

An action plan is a document that outlines the steps required to achieve a specific goal or objective. It provides a clear road map for the team or individuals responsible for implementing the plan. An effective action plan includes all the necessary details to ensure success and minimizes the likelihood of failure.

Definition of an Action Plan

An action plan is a detailed road map that outlines the tasks, timelines, resources, and stakeholders required to complete a project or achieve a specific goal or objective. The main purpose of an action plan is to provide a clear path towards success by outlining the necessary steps.

Components of an effective Action Plan

A well-designed action plan should have the following components:

• Objective:  Clearly define the goal or objective that the action plan is intended to achieve.
• Tasks:  Identify the specific tasks required to achieve the objective with a breakdown of who will be responsible for each task.
• Timeline:  Set specific and realistic deadlines for each task and ensure they are achievable.
• Resources:  Identify the resources required, including tools, people, and budget.
• Stakeholders:  Identify the stakeholders involved, including project team members, sponsors, and any other parties required to support the project.

How to create an Action Plan

Creating an action plan is a straightforward process. Here are the steps to follow when creating an action plan:

• Define the objective:  Identify and define the specific goal or objective that the plan is intended to achieve.
• Identify the tasks:  Brainstorm and identify all the tasks required to achieve the objective.
• Assign responsibility:  Assign each task to specific team members and assign timelines to each task to ensure they are completed within a reasonable timeframe.
• Allocate resources:  Determine the necessary resources required to complete the tasks, including funding, tools, and people.
• Identify stakeholders:  Identify any stakeholders involved in the project and ensure you have their support.
• Monitor progress:  Regularly monitor the progress of the project to ensure that it is on track and make necessary adjustments as required.

Creating an effective action plan is crucial to the success of any project, and it helps ensure that all team members are on the same page. Remember to update and revise your plan as needed to ensure it remains relevant and accurate throughout the project.

Developing a Budget

A budget is a financial plan that outlines an organization’s financial goals and objectives. It is an essential component of a strategic plan and plays a critical role in achieving the long-term success of an organization.

The importance of a budget

A budget is essential for any organization as it enables it to:

• Plan for future growth and expansion
• Identify potential cash flow issues and address them proactively
• Allocate resources effectively
• Control expenses and improve profitability
• Measure performance and ensure accountability

Without a budget, an organization may struggle to manage its finances, leading to financial distress, missed opportunities, and ultimately failure.

Components of an effective budget

An effective budget should include the following components:

Revenue projections: This section outlines the expected sources of revenue, such as sales and investments.

Expense projections: This section outlines the expected expenses, such as salaries, rent, and equipment.

Cash flow projection: This section details the expected inflows and outflows of cash.

Contingency plan: This section outlines a plan in case of any unforeseeable events or emergencies that may impact the budget.

How to develop a budget

Developing a budget requires a systematic approach, and the following steps can be helpful:

Evaluate past financial data, trends and performance to develop a baseline.

Identify financial goals and objectives, paying attention to details such as short-term and long-term goals, fundraising or investment needs, and financial cushions.

Develop a revenue projection by analyzing historical trends, external market factors, and company goals.

Develop a detailed list of expenses, dividing them into fixed and variable costs.

Prepare a cash flow projection that outlines the timing of inflows and outflows.

Incorporate a contingency plan to identify what actions will be taken if things go wrong.

Review and refine the budget on a regular basis.

A budget is a vital part of any organization’s strategic plan. It provides a roadmap for financial stability and success, allowing organizations to plan for growth while remaining fiscally responsible. By following the steps outlined above, organizations can develop an effective and comprehensive budget that supports their long-term goals and objectives.

Setting a Timeline

When it comes to creating a strategic plan, one of the essential elements is setting a timeline. A timeline is a schedule that outlines the project’s milestones and deadlines, allowing you to track and measure progress, set priorities and allocate resources effectively.

Importance of a Timeline

Without a timeline, it can be challenging to stay focused and motivated as a team, leading to delays and missed deadlines, which can ultimately impact the success of your strategic plan. A clear timeline helps everyone involved understand what needs to be done, by whom and by when, ensuring that tasks are completed on time and within budget, contributing to the overall success of your plan.

How to Set a Timeline

Here are some steps to follow when setting a timeline for your strategic plan:

Define Goals and Objectives : Before setting a timeline, it’s crucial to understand what needs to be accomplished in the project. Ensure that you have specific, measurable and achievable goals and objectives to work towards.

Identify Tasks and Milestones : Once you have your goals and objectives in place, break them down into smaller, actionable steps that can be accomplished within a specific timeframe. Use milestones to track your progress towards achieving these steps.

Assign Ownership and Responsibilities : Identify who is responsible for each task and milestone. By assigning ownership, you make team members accountable, ensuring they understand the importance of the task and the timeline.

Estimate Timeframes and Allocate Resources : Based on the tasks and responsibilities outlined, estimate how long each task will take and allocate the necessary resources to get the job done. Ensure that your resources are realistic and align with your budget.

Track and Adjust Your Timeline : Make sure you constantly monitor your progress towards milestones and adjust the timeline as needed. Ensure that everyone involved is aware of changes made and understands their role in achieving the overall goals and objectives.

Setting a timeline is a critical element of a strategic plan, providing direction, focus and accountability for everyone involved. By following these steps, you can set a realistic timeline, allocate resources effectively and achieve your goals and objectives within the desired timeframe, ensuring the success of your strategic plan.

Implementing and Executing the Plan

The success of any strategic plan lies in its implementation and execution. Without proper implementation, even the most well-crafted plan can fall short of its goals. This section discusses strategies for implementing and executing the plan, as well as challenges that may arise and how to overcome them.

Strategies for Implementing and Executing the Plan

Develop an action plan: An action plan is a guide that outlines the steps required to achieve specific goals. It should define who is responsible for what tasks, what resources are necessary, and what timelines are in place. Developing an action plan ensures that everyone knows what needs to be done and when, thus increasing the likelihood of success.

Communication is key: Effective communication is critical during the implementation process. All stakeholders should be informed about the plan, and their roles and responsibilities should be clearly defined. Regular communication and feedback can help to mitigate any concerns or challenges that come up.

Monitor progress regularly: It is essential to monitor progress regularly to ensure that the plan is being executed as intended. This can be done through regular check-ins, progress reports, and milestones. If any issues arise, it is essential to address them promptly to avoid any delays or complications.

Create a culture of accountability: Every team member should be held accountable for their respective roles in the implementation process. Creating a culture of accountability ensures that everyone is committed to achieving the plan’s goals, and they understand the importance of their individual contributions.

Challenges and How to Overcome Them

Resistance to change: Resistance to change is a common challenge that organizations face when implementing a new plan. It is essential to communicate the benefits of the plan and the rationale behind the change. Engage key stakeholders early in the implementation process to ensure that they understand the need for change and feel part of the solution.

Resource constraints: Limited resources can hinder the plan’s success. It is important to identify any resource constraints early in the process and allocate resources accordingly. Creative solutions such as sourcing external resources or prioritizing tasks can help overcome this challenge.

Lack of buy-in: Implementing the plan requires the buy-in and commitment of all stakeholders. It is important to involve stakeholders in the planning process and communicate why the plan is necessary. Engage in open and honest dialogue to address any concerns and ensure that everyone feels heard and valued.

Poor execution: Poor execution can put the success of the plan at risk. Regularly monitoring progress and establishing clear expectations and milestones can mitigate this risk. If issues arise, it is essential to address them promptly and make necessary adjustments to keep the plan on track.

Implementing and executing a strategic plan requires a well-thought-out action plan, effective communication, continuous monitoring of progress, and a culture of accountability. Challenges such as resistance to change, resource constraints, lack of buy-in, and poor execution can be overcome through effective communication and problem-solving strategies.

Monitoring and Evaluating the Plan

Once a strategic plan has been developed and implemented, it is crucial to monitor and evaluate its effectiveness. This helps to ensure that the plan is on track and achieving its desired outcomes. Additionally, monitoring and evaluation can identify any necessary adjustments or changes that need to be made to the plan in order to keep it relevant and effective.

Importance of Monitoring and Evaluating the Plan

The importance of monitoring and evaluating a strategic plan cannot be overstated. It allows an organization to track the progress of the plan and identify any issues that need to be addressed. By monitoring and evaluating the plan, an organization can stay on track and ensure that it is achieving its intended goals. It also provides an opportunity for the organization to celebrate any successes and learn from any failures.

How to Monitor and Evaluate the Plan

Monitoring and evaluating a strategic plan involves collecting and analyzing data on various aspects of the plan. This includes assessing whether the objectives are being met, evaluating the success of the strategies that have been implemented, and determining if any adjustments need to be made to stay on track.

One way to monitor the plan is to set up regular check-ins or progress reports. This can include meetings with stakeholders and team members to discuss the progress and identify any issues or concerns. It can also involve regular data collection and analysis to track the progress of the plan.

Tools for Monitoring and Evaluating the Plan

There are a variety of tools available that can help monitor and evaluate a strategic plan. Some examples include:

Key performance indicators (KPIs): These are metrics that are used to measure the success of a specific objective or strategy. KPIs can help identify areas where the plan is falling short and where adjustments may need to be made.

Surveys: Surveys can be used to gather feedback from stakeholders and team members about the success of the plan. This can provide valuable insights into what is working well and what needs to be improved.

Data analytics tools: These tools can help collect and analyze data on various aspects of the plan, such as customer engagement or sales metrics. This can help identify trends and patterns that can inform decision making.

Monitoring and evaluating a strategic plan is essential to its success. It allows an organization to stay on track and make adjustments as necessary. By using the right tools and strategies, organizations can ensure that their strategic plans are effective and achieve their intended goals.

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Mastering the building blocks of strategy

Left unchecked, market forces continually conspire to deplete profits. Powerful business strategies can counteract those tendencies, but good strategy is difficult to formulate. 1 1. A 2011 McKinsey survey asked executives to evaluate their strategies against ten objective tests of business strategy. It found that 65 percent of companies passed just three or fewer tests. For more, see Chris Bradley, Martin Hirt, and Sven Smit, “ Have you tested your strategy lately? ,” McKinsey Quarterly , January 2011. Indeed, the latest McKinsey research (see “ The strategic yardstick you can’t afford to ignore .”) finds that a very small number of companies create most economic profit. 2 2. What’s left over after subtracting the cost of capital from net operating profit. The research also shows that a significant number of good companies outperform even in so-called bad industries, where the average economic profit is less than the market average.

How do they do it? In other words, where do powerful strategies come from? Sometimes it’s luck, or good timing, or a stroke of inspiration. In our experience, it’s also possible to load the dice in favor of developing good strategies by focusing on the core building blocks that often get overlooked. One is the need to gain agreement—before creating strategy—on the essential decisions and the criteria for making them. Another is to ensure that the company is prepared and willing to act on a strategy once it is adopted. Too much of what passes for strategy development, we find, consists of hurried efforts that skip one or more of the essentials. The resulting strategies are often flawed from the start.

It’s also easy, though, to go too far in the other direction and make the creation of strategy a rigid, box-checking exercise. Appealing as a formula-driven approach might be, it ignores the truth that strategy creation is a journey—and an inherently messy one at that. Proprietary insights are hard to come by. Shaping keen insights into good strategies requires deep interpersonal engagement and debate from senior executives, as well as the ability to deal with ambiguity in charged and often stressful circumstances. When would-be strategists overlook these dynamics, they cover the essentials in name only. Consequently, they miss opportunities and threats, or create great paper strategies that remain unfinished in practice.

In this article, we’ll outline a middle path—an end-to-end way of thinking that views the creation of strategy as a journey, not a project. This method, developed through our work with some 900 global companies over the past five years, can help senior executives approach strategy in a rigorous and complete way. We’ll also describe some principles that strategists should keep in mind as they use the method to ensure that their strategic-planning processes embody the spirit of debate and engagement, which, in turn, yields inspiration. By better understanding both the method and how to get the most out of it, companies can boost the odds that the strategies they create will beat the market.

Do justice to strategy’s building blocks

Most companies we’re familiar with demonstrate a variety of good habits when they create strategies, and they get many things right. But what they miss can be critical. Consider these examples:

• a technology company that prided itself on analytical rigor but never accurately diagnosed how difficult it would be for a targeted customer group to provide reasonable returns
• a beer company that rightly focused on industry structure in its core business but made a losing bet on a related business—wine—after failing to forecast declining returns stemming from structural shifts there
• a telecommunications company’s strategy team, which recognized the importance of involving senior managers but ended up alienating them by holding a series of time-consuming workshops that focused on alignment around strategic choices, though the full set of choices hadn’t yet been identified

These problems don’t have to happen. We find that companies do better when they ground all their strategy-development efforts and processes in an understanding of the building blocks of strategy. These straightforward modes of activity (exhibit) track the progression of a strategy from its roots as an idea through its emergence as an operational reality.

The building blocks of strategy help companies make strategic choices and carry them through to operational reality.

One central building block is deep insight into the starting position of the company: where and why it creates—or destroys—value (diagnose). Executives also need a point of view on how the future may unfold (forecast). By combining insights into a company’s starting position with a perspective on the future, the company can develop and explore alternative ways to win (search) and ultimately decide which alternative to pursue (choose). With the strategy selected, the company needs to create an action plan and reallocate resources to deliver it (commit).

These five core building blocks are book-ended by two others. One is an initial block (frame) to ensure that the team properly identifies and agrees to both the questions asked and the decisions made as the strategy is developed. The final block (evolve) is dedicated to the constant monitoring and refreshing of the strategy as conditions change and new information becomes available.

To some extent, the building blocks simply represent a thorough list of activities that all good strategists perform. And while all are important and should be included in the creation of strategy, slavishly following this or any other framework won’t bring success. Depending on the situation, some blocks will be more critical than others and therefore require more attention (see sidebar, “Re-create, recommit, and refresh”).

Re-create, recommit, and refresh

For a number of years, we, our colleagues, and many others who are engaged in the practice of strategy have been pointing out how ill-suited traditional strategic-planning processes are to the dynamism and pace of 21st-century business life. Less clear is what should happen to many organizations’ well-oiled approaches. Shut them down? Morph them into budgeting and operational-planning processes? Use them to synthesize the valuable insights emerging from more frequent strategic dialogues involving larger numbers of executives?

The building blocks of strategy shed fresh light on what strategic planning should and shouldn’t try to do. For starters, we’d emphasize that periodically—perhaps as often as every three to five years, if new competitors arrive or markets unexpectedly shift—companies must re-create their strategies. This cannot be accomplished through typical planning processes, as it requires broader skills, wider engagement, and more flexibility to make big strategic choices than they allow. So forget about strategic planning when you need to revamp your strategy; instead, take a more immersive strategy-development approach using all of the seven building blocks described in this article.

At the other end of the spectrum is what we would describe as the need to recommit organizations to established strategies. Traditional strategic planning is tailor-made for this purpose, and thinking about the task in these terms helps elevate it above the glorified budgeting exercise into which some processes lapse. Two of the building blocks we have described in this article—commit and evolve—are useful reminders of what any such strategic- planning process should accomplish: the constant monitoring of strategy, the reallocation of resources, the alignment of management on strategic priorities, and the creation of targets, budgets, and operational plans.

Between these two extremes lies the strategic refresh, which is particularly relevant for organizations where a lot of valuable, ongoing strategy dialogue takes place among members of the top team. Such engagement can highlight nagging issues that might one day necessitate a strategic redo but certainly merit attention now. For example, if signs suggesting that one or more key assumptions have become less valid emerge from strategic dialogues at the business-unit level, it might be time to update the company’s perspective on long-term trends. This exercise could be elevated in importance by making it a core theme of the upcoming strategic-planning process. In such situations, it’s a good idea to check all seven building blocks quickly, with an emphasis on understanding the strategic implications of underlying changes. If they are big enough, that could be a red flag signaling the need to re-create the strategy and thus to elevate the discussion beyond strategic-planning parameters.

For a closer look at how to improve strategic planning, see “ Managing the strategy journey ” and “ Dynamic management: Better decisions in uncertain times .”

That’s why taking some time to frame issues at the outset is so important. When strategists do so, they are better able to identify the real choices and constraints facing their organizations and to see which building blocks are likely to matter most given the situation at hand. Unfortunately, many executives feel that taking the time to frame strategy choices thoughtfully and to decide where to focus strategy-development efforts is a luxury they don’t have.

We’ve seen evidence of this pressure firsthand and in the responses to an executive survey we’ve been conducting as part of an ongoing research project. Fully two-thirds of the 200 executives we’ve surveyed so far report that they feel rushed to provide outputs in their strategic-planning processes. This pressure is understandable in today’s always-on, fast-changing environment, but it can be hazardous to a company’s strategic health. That’s especially true in the all-too-common situations when it’s not immediately obvious what factors will determine the success or failure of a change to strategy.

A financial-services institution in the Asia–Pacific region, for example, was investigating a growth opportunity involving the creation of an online business. Changing the company’s focus in this way would be a big undertaking, but the upside potential was large. Moreover, the members of the strategy team could already see that demonstrating the channel’s significant potential to the top team would be straightforward. Before doing that, however, they stepped back to spend some time thinking through the idea’s broader strategic context—framing, in other words.

When they did, they saw a serious risk of cannibalization for one of the company’s existing businesses. The new venture would also require substantial funding over the next three to five years before it contributed financially. This had important implications, and the team’s members needed to convince themselves that the risk was worth taking. Moreover, if the company made the move, would it stick with the effort when the time came to provide funding for people and technology?

Instead of steaming ahead with analytical work to prove the potential, the team recognized that it would be critical to invest a disproportionate amount of time and effort to the commit building block. The strategy team did this, in part, by developing a powerful multimedia concept prototype to capture the imaginations of the top team and the executives representing key support functions. The team’s focus on gaining commitment was prescient; the prototype and the communication around it helped convince the leaders that the concept was so compelling for consumers that if the company didn’t cannibalize its existing business, a competitor would probably come up with the idea. The effort also helped motivate the leaders of the finance and IT functions to support the new offer. The company launched it in record time, to promising early results in both customer acquisition and levels of customer engagement.

In retrospect, the team credits the conversations and debates held during this framing period as necessary to identify and resolve the potential stumbling blocks related to the organization’s strategic direction. Although messy at times, this activity helped build an organizational commitment to the strategy and its importance to the company.

Myth-bust your story

A focus on strategic building blocks also can help companies develop penetrating insights. While “insight” conjures up visions of research, data crunching, and “aha” moments, real strategic insight also rests on a seemingly mundane and easy-to-overlook factor: a thorough understanding of how and why a company, its competitors, and others in the industry value chain make money. Absent dumb luck, a strategy that doesn’t tap directly into such an understanding will underperform.

The difficulty, as professor Phil Rosenzweig of the International Institute for Management Development has explained so well, 3 3. See Phil Rosenzweig, “ The halo effect, and other managerial delusions ,” McKinsey Quarterly , February 2007. is that a company’s performance—good or bad—creates strong impressions that powerfully shape the way people perceive strategies, leaders, cultures, and organizational effectiveness. A commodity company, for instance, might falsely attribute its strong performance to the efficiency of its operations. Yet despite its efficiency, the economics of those operations could be swamped by market-structure changes that have significant pricing implications or by unexpectedly volatile demand.

One way senior executives can address the challenge, we find, is explicitly questioning received corporate wisdom—much as the popular US television show MythBusters does when it takes apparent axioms, urban legends, and popular assumptions and (in entertaining fashion) tries to prove or disprove them. In the creation of strategy, this approach means dispassionately identifying the elements that contribute to performance, while discounting any factor contaminated by perceptions of the company’s supposed greatness. It also requires a curiosity that’s woefully lacking in some strategic-planning processes. Nearly eight in ten executives we surveyed, for example, say that the processes of their companies are more geared to confirming existing hypotheses than to testing new ones.

To see how these dynamics play out in practice, consider the experience of a global retailer that was revisiting its strategy after the previous one had delivered five years of strong earnings. The positive results, most in the company believed, reflected good execution and the success of a recent initiative to refresh the store format. Still, the leader of the business felt there could be more to the story and worried that continuing along the same path might not produce the same results in the future. To determine what was actually driving performance, the leader met with the company’s strategy team, as well as other executives.

This was time well spent. The resulting discussions sparked important insights—revealing, for example, that while overall performance was good, there were problems under the surface. On the positive side, the company was steadily improving its margins and winning customers from a higher-cost competitor. Nonetheless, the solid network growth at the top-line level appeared to be masking a worrisome decline in the productivity of older stores. The big drag on performance, the team discovered, was the loss of mainstream customers to a cheaper competitor, which careful analysis showed to have an unassailable advantage on cost. Increasing promotional activity had so far seemed to stem the march of this aggressive rival, but the retailer was running out of steam and hitting practical limits. Significant changes would be necessary.

Let them grapple

This realization was the product of more than just number crunching. The thoughtful argument and debate surrounding the analysis from day one played a vital part in generating the insights. In our experience, many companies forget this truth when they create strategy. Instead, they put too much emphasis on preparing documents and completing analyses and not enough on stimulating the productive debates that lead to better decisions.

Getting executives to grapple with the issues can be a messy process, and the debates may be quite personal. After all, formulating good strategies typically involves revisiting fundamental and deeply held beliefs about a company’s past and future, and people tend not to shift their views without a fight. 4 4. We also know that executives exhibit a number of biases that lead them to be overconfident about their beliefs and adept at finding facts to confirm them and reject challenges. To learn more about addressing this problem, see Dan Lovallo and Olivier Sibony, “ The case for behavioral strategy ,” McKinsey Quarterly , March 2010. But without the necessary fights, and without the use of carefully designed decision-making techniques, companies may end up with rubber-stamped strategies whose flaws are exposed during implementation—or afterward, by competitors.

When companies find ways to get executives grappling—throughout the strategy-development process—with the choices that matter, they make better, less biased decisions. They also improve the likelihood that the relevant stakeholders will be on board when the time comes to make and act on choices. 5 5. The importance of gaining social support for a strategy is often overlooked. Fully 62 percent of executives in our survey say that their strategy processes focus on the strategy itself, not on building a support base of influencers who will drive implementation.

To exemplify our point, let’s look again at the retailer’s strategy team as it engaged with the company’s broader leadership group to share its observations. Most strategy teams interact with decision makers by presenting management with a summary report and recommendations. But this team understood that senior managers needed time to debate the issues themselves and reach their own conclusions—and that such collective discussions would improve the resulting strategy.

Because the senior managers had a very hands-on attitude, the strategy team designed a series of weekly meetings called think tanks to let them work through a profit-deconstruction exercise illuminating the company’s past. In each session, the analysis was tabled after a certain point, and the management team’s members took turns drawing out conclusions or identifying further questions that needed answering. The strategy team was prohibited from bringing any conclusions of the analysis to these meetings, much to its discomfort. This ensured that company leaders were invested in the decision-making process and could challenge the strategy team with new ideas.

Through a series of small-group meetings, the leadership team (with analytical help from the strategy team) debated the reasons for the company’s past success and how to continue it. By unpacking these complex dynamics together, the leadership team arrived at an accurate, sharp diagnosis: the company needed to restore mainstream shoppers’ trust in its prices. The result was a simple, focused strategy for delivering “value” products and reinforcing that market position with customers. Furthermore, because the management team was deeply involved in the diagnosis, its members had a strong incentive to drive implementation.

Don’t leave the strategy unfinished

In conversations with senior executives, we occasionally hear some version of this saying: “I’d rather have a good strategy and great execution than vice versa.” We believe that this attitude reflects confusion about what great strategy is. Such a strategy creates a path for action and is inherently incomplete without it. Yet many companies fail to get the conditions for successful implementation right, and fully two-thirds of the executives in our survey admit that their companies struggle with the issue.

It’s a crucial struggle. No strategy, however brilliant, can be implemented successfully unless the people who have the most important jobs know what they need to do differently, understand how and why they should do it, and have the necessary resources. An added challenge, of course, is that strategic choices often involve big changes over long, three- to five-year time frames.

Finishing a strategy, therefore, requires creating tangible, proximate goals that connect to the longer-term strategy. It’s easy to create a high-level list of next steps and things to do differently on Monday morning. It’s much harder to roll back the future and connect it to the present so that people understand what they need to do differently and actually do it.

When companies fail to set proximate goals, the results can be disappointing. An Asian telecommunications company, for example, had landed on an intriguing and counterintuitive strategy involving two big shifts: it wanted to move its target customer base from big business to the midmarket and to standardize its products rather than provide customized service to large clients. Making the changes work, however, would require salespeople to start saying no to new business from large and complex clients so that the company could redirect its efforts to midmarket customers. The short-term pain (lower revenues and higher costs) would ultimately lead the company to a market-beating position.

The management team understood and encouraged the shift and was ready to act. But the strategy team did not do enough to prepare the organization for the moves, instead spending its time on detailed initiative-planning exercises. Absent any effort to translate the company’s strategic desires into proximate goals for its employees, those employees balked at the changes.

Sales managers, for example, not only viewed saying no to larger customers as a short-term loss for the business but also were simply not as excited about pursuing midmarket customers with simpler needs. They understood the strategy intellectually and believed the analysis, but their skills, incentives, and ways of working and even thinking had not changed. Without such changes, they couldn’t connect the necessary steps to a longer-term goal and naturally reverted to their old ways, creating a backlash that inevitably undermined the strategy. Only afterward did the team recognize the kinds of activities that might have helped—for example, changing the salespeople’s goals, resetting the overall budget to acknowledge the transition from one customer segment to another, and using the reallocated funding to generate a new product-development road map.

Creating strategy in today’s environment of complexity, ever-changing priorities, and conflicting agendas is a daunting task. Yet when senior executives invest the time and effort to develop a more thorough, thoughtful approach to strategy, they not only increase the odds of building a winning business but also often enjoy a positive spin-off: the gifts of simplicity and focus, as well as the conviction to get things done.

Chris Bradley is a principal in McKinsey’s Sydney office, where Angus Dawson is a director and Antoine Montard is a senior expert.

The authors wish to thank Matthew Chapman, Pia Mortensen, and Victoria Newman for their contributions to the development of this article.

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Strategic Planning Process: Why Is Strategic Planning Important for Organizations in 2024?

What to read next:

Playing chess without a strong opening is a guaranteed way to disadvantage yourself. Just like in chess, organizations without an adequate strategic planning process are unlikely to thrive and adapt long-term. 

The strategic planning process is essential for aligning your organization on key priorities, goals, and initiatives, making it crucial for organizational success.   

This article will empower you to craft and perfect your strategic planning process by exploring the following:  

• What is strategic planning
• Why strategic planning is important for your business  
• The seven steps of the strategic planning process   

Strategic planning frameworks

• Best practices supporting the strategic planning process  

By the end of this article, you’ll have the knowledge needed to perfect the key elements of strategic planning. Ready? Let’s begin.  

What is strategic planning?

Strategic planning charts your business's course toward success. Using your organization’s vision, mission statement , and values — with internal and external information — each step of the strategic planning process helps you craft long-term objectives and attain your goals with strategic management.  

The key elements of strategic planning includes a SWOT analysis, goal setting , stakeholder involvement, plus developing actionable strategies, approaches, and tactics aligned with primary objectives.  

In short, the strategic planning process bridges the gap between your organization’s current and desired state, providing a clear and actionable framework that answers:   Where are you now?   Where do you want to be?   How will you get there?

7 key elements of strategic planning 

The following strategic planning components work together to create cohesive strategic plans for your business goals. Let’s take a close look at each of these:  

• Vision : What your organization wants to achieve in the future, the long-term goal  
• Mission : The driving force behind why your company exists, who it serves, and how it creates value  
• Values : Fundamental beliefs guiding your company’s decision-making process  
• Goals : Measurable objectives in alignment with your business mission, vision, and values  
• Strategy : A long-term strategy map for achieving your objectives based on both internal and external factors  
• Approach : How you execute strategy and achieve objectives using actions and initiatives   
• Tactics : Granular short-term actions, programs, and activities  

Why is the strategic planning process important?

Just as a chess player needs a gameplan to reach checkmate, a company needs a solid strategic plan to achieve its goals.   

Without a strategic plan, your business will waste precious time, energy, and resources on endeavors that won’t get your company closer to where it needs to be.   

Your ideal plan should cover all key strategic planning areas, while allowing you to stay present by measuring success and course-correcting or redefining the strategic direction when necessary. Ultimately, enabling your company to stay future-proof through the creation of an always-on strategy that reflects your company's mission and vision.   

An always-on strategy involves continuous environmental scanning even after the strategic plan has been devised, ensuring readiness to adapt in response to quick, drastic changes in the environment.

Let’s dive deeper into the steps of the strategic planning process.  

What are the 7 stages of the strategic planning process?

You understand the overall value of implementing a strategic planning process — now let’s put it in practice. Here's our 7-step approach to strategic planning that ensures everyone is on the same page:  

• Clarify your vision, mission, and values  
• Conduct an environmental scan  
• Define strategic priorities  
• Develop goals and metrics  
• Derive a strategic plan  
• Write and communicate your strategic plan  
• Implement, monitor, and revise   

1. Clarify your vision, mission, and values 

The first step of the strategic planning process is understanding your organization’s core elements: vision, mission, and values. Clarifying these will align your strategic plan with your company’s definition of success. Once established, these are the foundation for the rest of the strategic planning process.   

Questions to ask:

• What do we aspire to achieve in the long term?
• What is our purpose or ultimate goal?
• What do we do to fulfill our vision?
• What key activities or services do we provide?
• What are our organization's ethics?
• What qualities or behaviors do we expect from employees?

Read more: What is Mission vs. Vision  

2. Conduct an environmental scan

Once everyone on the same page about vision, mission, and values, it's time to scan your internal and external environment. This involves a long-term SWOT analysis, evaluating your organization’s strengths, weaknesses, opportunities, and threats.  

Internal factors 

Internal strengths and weaknesses help you understand where your organization excels and what it could improve. Strengths and weaknesses awareness helps make more informed decisions with your capabilities and resource allocation in mind.  

External factors

Externally, opportunities and threats in the market help you understand the power of your industry’s customers, suppliers, and competitors. Additionally, consider how broader forces like technology, culture, politics, and regulation may impact your organization.   

• What are our organization's key strengths or competitive advantages?
• What areas or functions within our organization need improvement?
• What emerging trends or opportunities can we leverage?
• How do changes in technology, regulations, or consumer behavior impact us?

3. Define strategic priorities

Prioritization puts the “strategic” in strategic planning process. Your organization’s mission, vision, values, and environmental scan serve as a lens to identify top priorities. Limiting priorities ensures your organization intentionally allocates resources.  

These categories can help you rank your strategic priorities:  

• Critical : Urgent tasks whose failure to complete will have severe consequences — financial losses, reputation damage, or legal consequences  
• Important : Significant tasks which support organizational achievements and require timely completion  
• Desirable : Valuable tasks not essential in the short-term, but can contribute to long-term success and growth  
• How do these priorities align with our mission, vision, and values?
• Which tasks need to be completed quickly to ensure effective progress towards our desired outcomes?
• What resources and capabilities do we need to pursue these priorities effectively?

4. Develop goals and metrics

Next, you establish goals and metrics to reflect your strategic priorities. Purpose-driven, long-term, actionable strategic planning goals should flow down through the organization, with lower-level goals contributing to higher-level ones.  

One approach that can help you set and measure your aligned goals is objectives and key results (OKRs). OKRs consist of objectives, qualitative statements of what you want to achieve, and key results, 3-5 supporting metrics that track progress toward your objective.  

OKRs ensure alignment at every level of the organization, with tracking and accountability built into the framework to keep everyone engaged. With ambitious, intentional goals, OKRs can help you drive the strategic plan forward.  

• What metrics can we use to track progress toward each objective?
• How can we ensure that lower-level goals and metrics support and contribute to higher-level ones?
• How will we track and measure progress towards key results?
• How will we ensure accountability?

Get an in-depth look at OKRs with our Ultimate OKR Playbook

5. Derive a strategic plan

The next step of the strategic planning process gets down to the nitty-gritty “how” — developing a clear, practical strategic plan for bridging the gap between now and the future.   

To do this, you’ll need to brainstorm short- and long-term approaches to achieving the goals you’ve set, answering a couple of key questions along the way. You must evaluate ideas based on factors like:  

• Feasibility : How realistic and achievable is it?  
• Impact : How conducive is it to goal attainment?  
• Cost : Can we fund this approach, and is it worth the investment?  
• Alignment : Does it support our mission, vision, and values?  

From your approaches, you can devise a detailed action plan, which covers things like:  

• Timelines : When will we take each step, and what are the deadlines?  
• Milestones : What key achievements will ensure consistent progress?  
• Resource requirements : What’s needed to achieve each step?  
• Responsibilities : Who's accountable in each step?  
• Risks and challenges : What can affect our ability to execute our plan? How will we address these?  

With a detailed action plan like this, you can move from abstract goals to concrete steps, bringing you closer to achieving your strategic objectives.  

6. Write and communicate your strategic plan

Writing and communicating your strategic plan involves everyone, ensuring each team is on the same page. Here’s a clear, concise structure you can use to cover the most important strategic planning components:  

• Executive summary : Highlights and priorities in your strategic overview   
• Introduction : Background on your strategic plan  
• Connection : How your strategic plan aligns with your organization’s mission, vision, and values  
• Environmental scan : An overview of your SWOT analysis findings  
• Strategic priorities and goals : Informed short and long-term organizational goals  
• Strategic approach : An overview of your tactical plan   
• Resource needs : How you'll deploy technology, funding, and employees  
• Risk and challenges : How you’ll mitigate the unknowns if and when they arise  
• Implementation plan : A step-by-step resource deployment plan for achieving your strategy  
• Monitoring and evaluation : How you’ll keep your plan heading in the right direction  
• Conclusion : A summary of the strategic plan and everything it entails  
• What information or context do stakeholders need to understand the strategic plan?
• How can we emphasize the connection between the strategic plan and the overall purpose and direction of the organization?
• What initiatives or strategies will we implement to drive progress?
• How will we mitigate or address risks?
• What are the specific steps and actions we need to take to implement the strategic plan?
• Any additional information or next steps we need to communicate?

7. Implement, monitor, and revise performance 

Finally, it’s time to implement your strategic plan, making sure it's up to date, creating a persistent, always-on strategy that doesn't lag behind. As you get the ball rolling, keep a close eye on your timelines, milestones, and performance targets, and whether these align with your internal and external environment.   

Internally, indicators like completions, issues, and delays provide visibility into your process. If any bottlenecks, inefficiencies, or misalignment arises, take corrective action promptly — adjust the plan, reallocate resources, or provide additional training to employees.  

Externally, you should monitor changes such as customer preferences, competitive pressures, economic shifts , and regulatory changes. These impact the success of your strategic action plan and may require tweaks along the way.   

Remember, implementing a strategic plan isn’t a one-time task — continual evaluation is essential for an always-on strategy. It involves extending beyond planning stages and contextualizing the strategy in real-time, allowing for swift adaptations to changing circumstances to ensure your plan remains relevant.

• Are there any bottlenecks, inefficiencies, or misalignments we need to address?
• Are we monitoring and analyzing external factors?
• Are we prepared to make necessary tweaks or adaptations along the way?
• Are we agile enough to promptly correct deviations from our strategic plan while maintaining an "always-on" strategy for continual adjustments?

You can use several frameworks to guide you through the strategic planning process. Some of the most influential ones include:

• Balanced scorecard (BSC) : Takes an overarching approach to strategic planning, covering financial, customer, internal processes, and learning and growth, aligning short-term operational tasks with long-term strategic goals.
• SWOT analysis : Highlights your business's internal strengths and weaknesses alongside external opportunities and threats to enable informed decisions about your strategic direction.
• OKRs : Structures goals as a set of measurable objectives and key results. They cascade down from top-level organizational objectives to lower-level team goals, ensuring alignment across the entire organization. Get an in-depth look at OKRs here . 
• Scenario planning : Involves envisioning and planning for various possible future scenarios, allowing you to prepare for a range of potential outcomes. It's particularly useful in volatile environments rife with uncertainties.
• Porter's five forces : Evaluates the competitive forces within your industry — rivalry among existing competitors, bargaining power of buyers and suppliers, threat of new entrants, and threat of substitutes — to shape strategies that position the organization for success.

Common problems with strategic planning and how to overcome them

While strategic planning provides a roadmap for business success, it's not immune to challenges. Recognizing and addressing these is crucial for effective strategy implementation. Let's explore common issues encountered in strategic planning and strategies to overcome them.

Static nature

Traditional strategic planning models often follow a linear, annual, and inflexible process that doesn't accommodate quick changes in the business landscape. Strategies formulated this way may quickly become outdated in today's fast-paced environment.

To overcome the rigidity of traditional strategic planning, your organization should integrate continuous environmental scanning processes. This includes monitoring market changes, competitor actions, and technological advancements, ensuring real-time insights inform strategic decision-making. Additionally, adopting agile methodologies allows for iterative planning, breaking down strategies into smaller, manageable components reviewed and adjusted regularly, ensuring adaptability in today's fast-paced landscape.

Disconnect between strategic plan and execution

There's often a significant gap between the strategic objectives and their actual implementation, leading to misalignment, confusion, and inefficiency within the organization.

To bridge the gap, ensure accountability, alignment, and feedback-driven processes across the business. Linking team roles and responsibilities to lower-level objectives can fosters alignment and accountability, whereas aligning these with overarching strategic objectives ensure coherence in execution. To ensure goals are optimized on an ongoing basis, implement a feedback mechanism that continuously evaluates progress against goals, enabling regular adjustments based on market feedback and internal insights.

Lack of real-time insights

Traditional planning models rely on historical data and periodic reviews, which might not capture real-time changes or emerging trends accurately. This can result in misaligned strategies unsuitable for the current business landscape.

Leverage advanced analytics tools and AI-driven technologies. Invest in technologies that offer real-time tracking and reporting of key performance indicators, with dashboards and monitoring systems that provide up-to-date insights. These allow you to gather, process, and interpret real-time data for proactive decision-making that aligns with the current business landscape. 

Failure to close the feedback loop

The absence of a feedback loop between strategy formulation, execution, and evaluation can impact learning and improvement. Companies might therefore struggle to refine their strategies based on real-time performance insights.

Establish a structured feedback loop encompassing strategy formulation, execution, and evaluation stages. Encourage employees to actively contribute insights on strategy execution, fostering a culture of continuous improvement and adaptation.

Best practices during the strategic planning process

Navigating strategic planning goes beyond overcoming challenges. A successful strategic plan requires you to embrace a set of guiding best practices, helping you navigate the development and implementation of your strategic planning process.   

1. Keep the planning process flexible

With ever-changing business environments, a one-and-done approach to strategic planning is insufficient. Your strategic plan needs to be adaptable to ensure its relevancy and its ability to weather the effects of changing circumstances.  

2. Pull together a diverse group of stakeholders

By including voices from across the organization, you can account for varying thoughts, perspectives, and experiences at each step of the strategic planning process, ensuring cross-functional alignment .  

3. Document the process

Continuous documentation of the strategic management process is crucial in capturing and communicating the key elements of strategic planning. This keeps everyone on the same page and your strategic plan up-to-date and relevant.  

4. Make data-driven decisions

Root your decisions in evidence and facts rather than assumptions or opinions. This cultivates accurate insights, improves prioritization, and reduces biased (flawed) decisions.  

5. Align your company culture with the strategic plan 

Your strategic plan can only be successful if everyone is on board with it — company culture supports what you’re trying to achieve. Behaviors, rules, and attitudes optimize the execution of your strategic plan.  

6. Leverage AI 

Using AI in strategic planning supports the development of an always-on strategy — amplifying strategic agility, conducting comprehensive environmental scans, and expediting planning phases. It can streamline operations, facilitate data-driven decision-making, and provide transparent insights into progress to drive accountability, engagement, and alignment with the strategic plan.

The strategic planning process in a nutshell

Careful strategy mapping is crucial for any organization looking to achieve its long-term goals while staying true to its mission, vision, and values. The seven steps in the strategic planning process outlined in this article provide a solid framework your organization can follow — from clarifying your organization’s purpose and developing a strategic plan, to implementing, monitoring, and revising performance. These steps will help your company meet goal measurements and create an always-on strategy that's rooted in the present. 

It’s important to remember that strategic planning is not a one-time event. To stay effective and relevant, you must continuously monitor and adapt your strategy in response to changing circumstances. This ongoing process of improvement keeps your organization competitive and demonstrates your commitment to achieving your goals.  

Quantive empowers modern organizations to turn their ambitions into reality through strategic agility. It's where strategy, teams, and data come together to drive effective decision-making, streamline execution, and maximize performance.  

As your company navigates today’s competitive landscape, you need an Always-On Strategy to continuously bridge the gap between current and desired business outcomes. Quantive brings together the technology, expertise, and passion to transform your strategy from a static plan to a feedback-driven engine for growth.  

Whether you’re a visionary start-up, a mid-market business looking to conquer, or a large enterprise facing disruption, Quantive keeps you ahead — every step of the way. For more information, visit www.quantive.com . 

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Strategy execution in 4 steps: keys to successful strategy, how top companies are closing the strategy execution gap, 7 best practices for strategy execution, why your business needs strategy execution software, subscribe for our newsletter.

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Effective Strategic Planning: The 3 essential component

By Ron Price, HR.com , October 2016

Very few organizations large or small understand what it takes to create an effective strategic plan. Terminology is confusing, plan documents gather dust, and planning processes get bogged down without effective implementation. Too often, the result of strategic planning is detachment between the plan and day-to-day realities.

Many companies know they should, but simply don’t have a strategic plan. But like any other meaningful business initiative, strategic planning can make a huge difference in employee engagement and overall effectiveness.

First, it’s important to differentiate between strategy and tactics. Strategy is direction. It usually includes one or more “big picture” destinations desired by leadership. Tactics are the day-to-day operational tasks to achieve the big picture objectives. Strategy and tactics are often used synonymously, which represents one of the major problems in planning. Managers cannot think strategically and tactically at the same time. Every time that a strategic planning session dissolves into discussion of tactical issues, the strategic discussion is lost.

Effective strategic planning is a process that should be broken down into three separate, equally important components: strategic thinking, long-range planning, and operational planning.

Strategic Thinking

This first component addresses the big picture questions of an organization, including:

Who are we?

Why are we in business?

What business are we in?

What business should we be in?

Who are our customers?

Who should our customers be?

What impact will external factors have on our business?

This thinking includes reflective analysis about an organization's mission, vision, values, and 10-20 year objectives. It includes a broad look at what makes an organization unique, including internal strengths and limitations, as well as external opportunities and threats. The focus here is on intuitively feeling the organization's future at a deeper, contemplative level.

Long-Range Planning

This component focuses on studying the strategic issues of the organization using facts, figures, and research. It includes an in-depth understanding and analysis of the marketplace, competition, and metrics surrounding the organization's strengths, limitations, opportunities and threats. This step uses data to validate the conclusions reached during the initial intuitive thinking phase. Long range planning results in 5-7 major strategic objectives that will become the focus for the next several years.

Just as it is critical for the strategic thinking phase to be intuitive, it is critical for the long range planning phase to be analytical, rich in facts and figures, and detailed. Without both intuitive and analytical thinking, planning is incomplete and the results will show it.

Operational Planning

The final phase of strategic planning is creating an operational plan with 12-18 monthly goals. These goals include specific action plans, timelines, assignments, and systems of accountability. The goals are the result of completing the ideological analyses in first two planning phases, gaining total commitment from management. You have probably heard of SMART goals, or Specific, Measurable, Achievable, Relevant, and Timely. The goals in your operational plan should be SMART, incorporating schedules to review and adjust the plan and measure its success. Once again, this is rarely connected effectively to strategic planning.

Most organizational leaders excel in only one of these three phases of strategic planning. As a result, there is a disconnect and loss of focus between the creation and execution of a plan. How do we change this pattern?

In order to properly implement the three phases of planning, you may want to consider some of these tactics:

It all starts at the top. The impact of the strategic planning process on an organization depends on the commitment from top management. While it’s appropriate for the CEO to assemble a team to create a plan, executing the strategy is ultimately the responsibility of the company’s top executive.

Hire a professional facilitator to guide the strategic planning process. This means more than just hiring someone to start a discussion at a resort one weekend. Bring in a consultant as a partner and "strategic conscience.” Since a facilitator does not carry day-to-day responsibilities, they are uniquely positioned to remind the organization of what matters most.

Set aside at least four review meetings a year, ranging from 1-3 days. Ideally, the meeting will review your strategic thinking during the first session, then work on long range planning, and finish with operational planning. It is critical to develop focus without squeezing strategic planning into a pre-determined time frame that exhausts everyone. Companies may also need monthly or bi-monthly meetings to keep the process moving.

In one way or another, engage everyone in the organization in creating and implementing the plan. Confidentiality is usually over-emphasized. While I don't advocate distributing the strategic plan for the whole world to see, most organizations don't use the plan to transform and direct an entire organization. The result is unrealized potential, limited commitment, and ineffective execution.

Keep improving the strategic planning process. Periodically, take a step back and review the purpose of strategic planning. Double-check that the plan is creating clarity about why the organization exists, what it stands for, how it brings unique value to the marketplace, its direction for upcoming years, competitors, and ideal customers.

Every organization has an almost infinite reservoir of possibilities in its people, markets, and infrastructure. Effective strategic planning defines this potential based on what makes the organization unique, in combination with the realities of the marketplace

A realistic, focused, well-executed strategic plan is still the most dynamic path to success. The chances are pretty good that your competitors still haven't learned how to do it right! So, what are you waiting for?

Source: HR.Com

Key components of a strategic plan

Reading time: about 6 min

It’s no secret that many businesses fail within their first 10 years. Poor planning is often cited as a top reason for that failure. To improve your chances of thriving as a business, you need a well-designed plan that includes the elements of a strategic plan that have proven to be successful for other businesses.

Your strategic plan should be the result of extensive research of the current market, industry trends, and competitor analysis. It can help you establish your company vision and mission and determine where your organization needs to go and what you need to do to get there.

Why is strategic planning important?

If you build it, they will come.

That’s a nice line from a movie, but it rarely leads to real life success in the business world. Having an idea and opening a shop doesn’t mean that crowds will line up outside your door clamoring to buy your product. 

A well-designed strategic plan communicates a clear idea of what you want to do with your business. This clarity will have a positive impact across your organization including helping your employees understand how to perform their jobs and, even more importantly, why their jobs matter to the success of the business as a whole. 

Strategic planning is essential to understanding where your business fits in a particular market, and how your product or service adds value to that market. It helps you stay focused on your target audience and determine what needs your products can satisfy. 

Understanding the strategic planning process

The strategic planning process is simply the method your company uses to determine how you will achieve your goals and grow your business. The process helps you to determine which strategic goals you should focus on to move your business forward. 

How you go about working through the process will depend on the size of your business, how much time you have, and your personal preferences. No matter how you approach strategic planning, your process should include the following steps:

• Determine your strategic position— Perform a SWOT (Strengths, Weaknesses, Opportunities, and Threats) or a PEST (Political, Economic, Sociological, and Technological) analysis to get a better idea of where your company currently is so you can figure out where it needs to go. 
• Prioritize your objectives— Determine which objectives you should pursue that align with your vision and mission and that will help you reach your goals.
• Develop a plan— Identify what you need to do to achieve your goals. Include a timeline and clearly communicate roles and responsibilities. 
• Execute and manage the plan— Executing on a plan is what transforms ideas into meaningful action. Implement your plan and monitor your progress.
• Review and revise— Strategic planning isn’t a one-time thing. If you want to stay ahead, you always want to be looking for ways to improve and streamline processes. Review your plan so you can reevaluate priorities and make course corrections as necessary to stay on track. 

Key elements of strategic planning

Your strategic plan is a living document that you will need to review and update from time to time. Whether you are creating a plan for the first time or revising an existing one, there are a number of elements that you include in your plan. 

Here are some of the basic elements of a strategic plan to get you started:

Create a vision statement

This is an aspirational description of what you want to do with your organization. It’s probably the goal that inspired the creation of your business in the first place. 

The vision is meant to give your business direction by describing the long-term goal that the company wants to achieve. In other words, it’s what you want your business to be recognized for or associated with in the future. 

Your vision statement should be short and simple. You don’t need to use a lot of business jargon or big words to state where you would like your company to go. For example, look at Google’s vision statement: “To provide access to the world’s information in one click.”

This vision statement is concise, easy to read, and simple to understand. And there is no denying that the company has been successful. 

Write your mission statement

The mission statement describes why the business exists. The mission statement is used to back up your vision and explains the company’s purpose in simple terms. It can define the company culture, its values and ethics, and agenda.

A mission statement should be easy to understand so that employees can stay focused on what they need to do to reach stated goals. For example, Google’s mission statement uses simple language to back up it’s vision: “Organize the world’s information and make it universally accessible and useful.”

This mission statement clearly indicates that providing access to information is not enough. The information needs to be organized so it is more useful to users and it needs to be accessible to the entire world. 

Your mission statement helps your employees understand their roles and why they are assigned specific tasks. Without a mission statement, your employees are left to interpret the “why” of the company’s vision, which could lead to conflicting strategies and ideas for future development. 

Set objectives

A business objective is the specific result that your company is aiming to achieve. While a goal describes a broad outcome, a business objective is a measurable step that needs to be taken to reach that goal.

For example, one of your goals might be to keep employees productive. Your objectives to reach that goal might include employee training, equipment maintenance, and purchasing new equipment to ensure that you have the resources needed to get the job done.

Objectives are typically set for long-term goals that may take several years to achieve.

Develop strategies

Your strategies define your long-term plan or plans that you will follow so you can achieve your prioritized objectives. Your strategies might also describe the projects, programs, and specific steps your company and employees will take to execute your objectives. 

It’s possible that you will need a separate strategy for each objective, depending on scope and complexity. Strategies are specific and usually only shared within an organization. After all, you don’t want to give away your game plan to the competition.

Here are some other key components of a strategic plan that you might want to include:

• Measurements : Define how you will track your company’s output and progress.
• Funding streams : Include a financial analysis that looks at past performance and projected performance. This will give you and investors an overview of your company's current and potential financial health.
• Core values : A set of principles that define how a company interacts with employees, customers, and stakeholders.

Now it’s your turn! Conduct your own strategic planning session using Lucidspark.

About Lucidspark

Lucidspark, a cloud-based virtual whiteboard, is a core component of Lucid Software's Visual Collaboration Suite. This cutting-edge digital canvas brings teams together to brainstorm, collaborate, and consolidate collective thinking into actionable next steps—all in real time. Lucid is proud to serve top businesses around the world, including customers such as Google, GE, and NBC Universal, and 99% of the Fortune 500. Lucid partners with industry leaders, including Google, Atlassian, and Microsoft. Since its founding, Lucid has received numerous awards for its products, business, and workplace culture. For more information, visit lucidspark.com.

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The most important elements of strategic planning.

Elements of Strategic Planning

When it comes to businesses formulating a plan there’s no better tool than strategic planning. Strategic planning is an organizational tool that helps decision makers organize their research and objectives into a succinct plan that they can carry out throughout their company. In order to take on a big task there are specific elements that make up strategic planning, assuring that each step is given it’s deserved attention.

Business decision making can be a complex task. Taking a plan of action and bringing it to fruition can be a highly influential operation, especially when you consider the effects your decision might have on financial results, consumer perceptions, or operational capabilities. If you move too hastily through your decision making process you may end up with bigger issues than you started with.

What Are The Key Elements of Strategic Planning?

In order to alleviate complexities and minimize continued problems, it is important to follow the strategic planning process and focus on elements that make up an effective strategic plan. The focus on strategic planning elements may change slightly, depending on the intensity of your planning process but here are some of the essential elements you need to consider when carrying out your own strategic plan:

Short Term Goals

Swot analysis, long term goals and annual objectives.

These elements are crucial to understanding the problem at hand and the landscape in which you operate. By accounting for each of these elements, you are assuring the rest of your organization that you have looked deeply into the issue, accounting for any issues or concerns that might be had.

The statement that your vision should make is how you wish your business to be seen by the rest of the world. Unless you are just starting out, or looking to rebrand, you should already have a vision statement. What do you wish to portray when viewed by those outside of your business?

A good vision statement should state the current and future objectives of your business. This should be used as a reference tool for making decisions, to make sure your decision works into the vision of your company. It is important to note that a vision statement should be periodically updated. As trends, technology, and ideals change it’s important to make sure your goals reflect that. While it’s important to make decisions in reference to your vision statement, it is also important to sometimes make changes to your vision statement in order to reflect your decisions.

Similar to your vision, you should also have a mission that informs the actions of your organization. A mission statement goes beyond the main description of a vision statement by including details on what you accomplish as a company. This is a useful tool because it lets those outside of your organization know what it is you do. 

Every company has a mission statement and they are often made public so that those who are unfamiliar with their business can learn about why they exist. Nike states that their mission statement is to “Bring inspiration and innovation to every athlete in the world”. This is a great example of a mission statement because it describes what Nike offers while being general enough to be applied to many different areas of interest. 

If a mission statement is too specific it can be limiting to the organization who wrote it, making them feel like they have to adhere to the strict guidelines they set for themselves. Nike’s mission statement allows them to provide athletic equipment to those around the world, in all sports, while looking for new technologies and techniques to keep their business contemporary. They can sell lines of clothing, equipment, and an overall lifestyle to anyone interested in athleticism and it will fit the expectation consumers have for the brand.

Your mission statement should show who you are as a company and where you wish to go. It should be clear and concise, allowing everyone involved in the company the proper knowledge to stay in line with expectations. Just like the vision statement, a mission statement can be updated and adjusted but it isn’t something that should be done hastily; as it will lose its influence with consumers.

The goals listed at this stage should fit your vision and mission statements. Now that you have a guideline of what you wish to accomplish as a business, it’s time to see which goals are right for your organization to pursue. It’s important to make sure your strategic plan stays on course by indulging in objectives that are right for your business. 

When considering goals it is important to keep in mind these few guidelines. Goals should be measurable, realistic, and have a dedicated chain of communication. These guidelines help organizations set boundaries and accountability for the task at hand. This way goals don’t get overly ambitious while still being expansive enough to warrant innovation. Remember that these are just the short term goals. They can work towards a bigger objective, but they shouldn’t be continuous in their progress.

Measurable goals are great because they show the progress you have made. By tracking your actions you are able to analyze what has worked and what hasn’t. It can also let you know if you are on track to meeting time constraints you have set. Part of choosing a measurable goal should be setting a timeline. It is okay if progress deviates slightly from this timeline. But, by having an expected date of progress for each step you are maintaining accountability for your team and yourself.

Realistic goals may sound obvious but are not always the case. An idea may look great in theory but when you really take it into consideration it may be more difficult than expected. This is not to say that you shouldn’t push the capabilities of your organization but there is a point where things become impractical. 

Communication is key. One of the biggest reasons plans fail is because of a lack of communication. In order to minimize confusion it is vital that you establish a line of communication between all of those involved. This also means making sure everyone is comfortable discussing issues and is confident they can take on their share of the work before things get too far along.

A SWOT Analysis is an analytic tool that every business should use. ArchIntel uses SWOT Analysis when completing competitive intelligence research but it is something you should be doing on your own as well. As an organizational tool, a SWOT Analysis can offer great insight into your company and industry’s actions. 

SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. The strengths and weaknesses refer to the positives and negatives the company itself holds. Every company has unique strengths and weaknesses that allow them to get ahead or fall behind in their industry. Likewise, the opportunities and threats refer to the external variables that exist in a company’s industry. Influences such as availability of resources, amount of competitors, government regulations all are variables that affect a business’s operations without their direct control.

By taking a look into the internal and external influence on your business you can see where you should and shouldn’t focus resources. This can be a great tool when assessing your goals. By seeing all variables laid out in one chart we can determine which options are best.

Long Term Goals and Objectives

Long term goals may jump out early on when formulating a strategic plan, as they are some of the bigger issues you might wish to take on, but they might be harder to formulate than you think. Also, long term goals are larger in scope and will take longer to accomplish. These goals should work on a timeline of a few years out from the point of inception.

A great example of a long term goal is expansion. Expanding into a new market is no easy task and doesn’t happen overnight. McDonald’s didn’t open its first international restaurant until nearly 20 years after its inception and it would take another 20 years for them to expand far enough to reach 10,000 locations in over 100 countries. There had to have been a lot of planning, as well as trial and error, to get them from the origin of that goal to its ultimate success. An expansion is something that needs to take time researching and understanding the circumstances. Markets differ as region, culture, and customs change and it’s important to know what those differences are before you jump in, head first.

Long term goals, like short term goals, should consider the same guidelines of being measurable, realistic, and communicative. Because these goals work on a longer timeline it is even more important that they stay objective throughout. 

One of the best ways of keeping your long term goals accountable is through yearly objectives. Yearly objectives are shorter term objectives that build up to the overall goal of your long term goal. These can be short term goals but the distinction is that they specifically work towards achieving the long term goal. 

By having shorter objectives to accomplish you can build momentum and see the results of  progress within a shorter period of time. The biggest discouragement of long term goals is losing interest. These yearly objectives can be just the thing to keep everyone encouraged and engaged.

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7 Important Elements of a Strategic Plan

If You Take These Recommended Steps, You Could Change the World

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• Management & Leadership
• Human Resources
• Employee Benefits

Vision Statement

Mission statement, core values.

• SWOT Analysis

Long-Term Goals

Yearly objectives, action plans.

Dan McCarthy is a management and leadership expert who's spoken, written, and taught on management topics for more than 20 years.

A strategic plan is a document that establishes the direction of an organization. It can be a single page or fill up a binder, depending on the size and complexity of the business and work.

Most managers can benefit from having a strategic plan. The process of developing a plan helps the manager (and the team) step back and examine where they are, where they want to go, and how they are most likely to get there. In the absence of a plan, work still gets done on a day-to-day basis but often lacks a sense of purpose and priority.

There are seven basic elements of a strategic plan. While much more is often included in the plan, these seven elements will help you get started.

A vision statement describes the way you envision your business. As such, it should communicate that dream to your employees and customers in an inspirational manner.

A vision statement should be reviewed continuously to ensure it is still aligned with the way you see your company.

Harley-Davidson's vision statement focuses on keeping its brand internationally known and valued, using the combined power of its stakeholders and employees to drive value and innovation: 

Harley-Davidson, Inc. is an action-oriented, international company, a leader in its commitment to continuously improve our mutually beneficial relationships with stakeholders (customers, suppliers, employees, shareholders, government, and society). Harley-Davidson believes the key to success is to balance stakeholders’ interests through the empowerment of all employees to focus on value-added activities.

While a vision describes how you view your business to your customers and stakeholders, a mission statement describes what you do currently. It often describes what you do, for who, and how. Focusing on your mission each day should enable you to reach your vision. A mission statement could broaden your choices, and/or narrow them.

RedHat has been a provider of Linux operating systems for over 25 years. It has a simple mission statement:

To be the catalyst in communities of customers, contributors, and partners creating better technology the open source way.

A vision and mission can also be combined in the same statement. The Walt Disney Company does this: 

The mission of The Walt Disney Company is to entertain, inform and inspire people around the globe through the power of unparalleled storytelling, reflecting the iconic brands, creative minds and innovative technologies that make ours the world’s premier entertainment company.

Note that the statement is both aspirational (“is to…”) and descriptive of what they do and how they do it ("through the...").

Core values describe your beliefs and behaviors. They are the beliefs you have that will enable you to achieve your vision and mission.

The Coca-Cola Company lists it's core values as:

Leadership: The courage to shape a better future

Collaboration: Leverage collective genius

Integrity: Be real

Accountability: If it is to be, it's up to me

Passion: Committed in heart and mind

Diversity: As inclusive as our brands

Quality: What we do, we do well

SWOT Analysis 

SWOT is an acronym for strengths, weaknesses, opportunities, and threats. A SWOT analysis provides businesses a situational investigation into their position in the market. It allows you to spot and name the important aspects, happenings, and adversaries of your business.

A business's strength could be its ability to attract local customers, while its weakness might be an inability to break into a non-local consumer base. A local competitor with ties to non-local customers could be facing a financial situation, giving this business an opportunity.

However, the other business remains a threat if it pulls out of the crises. If another competitor is trying to expand its customer base, it is a threat as well.

Long-term goals are statements that drill down a level below the vision and describe how you plan to achieve it. This set of goals usually starts three years out and extends to around five years into the future, directly aligning with the mission and vision statements.

Long-term goals are the milestones a company sets to guide operations toward their far-reaching objectives. Some examples of long-term goals could be for a business to strengthen its hold on the local market, increasing profits, or expanding its operations and sales.

Each long-term goal should have a few one-year objectives that advance your goals. Each objective should be as SMART as possible: Specific, Measurable, Achievable, Realistic, and Time-based.

After you make your yearly objectives, you might break each one down further into short-term goals, which define the actions and objectives for the next three months to get you to your yearly goals. The plans for achieving your short-term goals are your action plans.

Each objective should have a plan that details how it will be achieved. The amount of detail depends on the amount of flexibility you want your managers and team to have. The more detail provided the less flexibility exists for those that follow the plan.

It’s been said that “A vision without a plan is just a dream. A plan without a vision is just drudgery. But a vision with a plan can change the world.” Creating a plan to achieve your business objectives may not change the world—but it is possible. Some of the most successful corporations started in garages, and through planning became industry giants.

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Together We Rise: How past strategic plans have shaped Loyola—and what’s on the horizon

When Loyola opened its latest strategic planning process in the spring of 2022, President Terrence M. Sawyer, J.D. , invited the community to imagine the future of the University together. And they accepted that opportunity with enthusiasm.

Hundreds of members of the community shared their dreams, their hopes, and their insights in everything from personal conversations and town halls to community-wide surveys. The Strategic Planning Steering Committee received nearly 100 proposals offering ideas that could position Loyola well for the future. The process was defined by its care and collaboration, and the result is one that is framed by a powerful vision: With a steadfast commitment to student success, Loyola University Maryland is dedicated to transformational excellence. As a Jesuit, Catholic University, we aim to lead with love and work for justice and aspire to be the best place in the world from which to change the world.

In February, Loyola introduced its next strategic plan, Together We Rise: Loyola University Maryland’s Strategic Plan for 2030 , which will shape the next chapter of our University’s history.

The plan, Together We Rise: Loyola University Maryland's Strategic Plan for 2030 , calls to advance student and faculty formation; grow Loyola’s footprint, influence, and enrollment; care for our common home; and thrive by investing in and supporting our employees.

The plan calls for greater support for faculty and students, fueling school spirit, investments in graduate education, and growth in health and STEM fields, including nursing . Loyola intends to become a leader in integral ecology and sustainability—and to cultivate a community of belonging. By 2030, the University aspires to be recognized as a destination employer—and a place where operational and digital transformation enhances current systems.

“This is our moment to set Loyola on a trajectory that will ensure its success for generations,” says Sawyer. “This plan comes at a pivotal time. The world of higher education is in flux. Technology is changing rapidly. Issues of justice—including environmental justice—are front and center. Loyola cannot stand still. While staying true to our traditions and values, we must continue to move forward, taking strategic steps to graduate individuals who not only achieve success, but also lead a life of significance."

“This is the plan that will propel Loyola University Maryland into the future, ensuring that the education our students receive continues to be exceptionally strong,” said Gerry Holthaus, ’71 , chair of Loyola’s Board of Trustees. “I’m thankful to every member of the Loyola community who participated in creating the plan. We have so much to look forward to as we work together to make this plan a reality.”

—Pope Francis

10 Things You Love about Loyola Thanks to Strategic Plans

A look back at Loyola’s most recent strategic plans reveals how they have helped to write the current and future chapters of our University’s story

Over the years, bold dreams have been key to shaping the Loyola we love. But dreams can only become reality when tied to planning.

A strategic plan shapes a dream for the future, setting realistic, intentional steps that can result in transformational change. Thanks to strategic plans through the years, Loyola has become a coeducational, residential university that attracts undergraduate and graduate students from around the country—and the world.

Look through Loyola’s most recent strategic plans and you will see how much the visions and initiatives helped write the next chapters for the University. Even the inspiring titles suggest the growth that would transpire: Great Resolves, Great Desires; Grounded in Tradition, Educating for the Future; Magis: A Strategic Plan for the New Millennium ; and the most recent, The Ignatian Compass: Guiding Loyola University Maryland to Ever Greater Excellence .

As Loyola begins to implement its newest strategic plan, Together We Rise: Loyola University Maryland’s Strategic Plan for 2030, let’s reflect on how strategic plans over the past 20 years have launched some of the key aspects of Loyola.

Here are just a few of the characteristics of the Loyola experience that recent strategic plans have helped bring to life:

The Perfect Launchpad for New Students: Messina

It’s hard to imagine Loyola without Messina , the comprehensive living and learning program that introduces all first-year students to our vibrant campus community and to Baltimore and supports their transition to college. First piloted in 2012, Messina is integral to the Loyola experience, as students connect with faculty, administrators, and upper-class students who serve as mentors. Messina is nationally acclaimed and admired—and it has served as a model for other institutions that are trying to support individual students while also fostering a sense of community.

Robust Study Abroad Options

Loyola students have many opportunities to study abroad , choosing from programs on five continents. If they can’t commit to a full semester because of their field of study or role as a student-athlete or on-campus leader, they can consider a summer, spring break, or winter break option—or even a study tour. Strategic plans have played a key role in expanding international programs, even adding experiences for graduate students.

Distinctive Global Studies Program

The concept for Global Studies came from a student participating in a strategic planning brainstorm session—and a gift from Ellen and Ed Hanway, ’74 , transformed that into a point of pride for our University. In addition to the interdisciplinary academic program that attracts students who want to be leaders and changemakers, Loyola boasts the Hanway Lecture in Global Studies, which brings noteworthy leaders to campus to share timely, relevant insight into today’s global society, and launched in 2013 with a keynote from former Prime Minister of Great Britain and Northern Ireland Tony Blair.

Enhanced Academic Facilities

Without strategic planning, Loyola would not have educational spaces like the distinctive Sellinger School of Business building, the Fernandez Center for Innovation and Collaborative Learning with its Kelly Family Outdoor Classroom , and the expanded Loyola/Notre Dame Library. The picturesque Evergreen campus has evolved over the years to enhance the learning experience for students and faculty and provide spaces for collaboration and connection. The contemporary structures that stand alongside the campus’s historic buildings add character and function, providing state-of-the art spaces for learning and research, while also fostering innovation and the personal contact that is a hallmark of a Loyola education.

A Place of Belonging

Creating a more diverse community has been a priority of past strategic plans, along with the creation of the President’s Advisory Council for Diversity, Equity, and Inclusion and a senior Cabinet-level leadership position for diversity, equity, inclusion, and justice. Those steps have helped shape the university that Loyola is today— welcoming a more diverse student population —and pushing it to aspire to become a more just, inclusive community.

The Loyola Clinical Centers

Recognizing an opportunity to serve the community while offering graduate students invaluable training, the University opened the Loyola Clinical Centers (LCC) . The LCC, which went through renovations at its Belvedere Square location this past year—recently celebrated 20 years of service to the community.

The Start of the School of Education

Although Loyola’s education department had existed for decades, the School of Education was launched in the fall of 2009. Its opening elevated the undergraduate and graduate programs and aligned with the University’s designation change to Loyola University Maryland that same year.

Elevating Greyhounds Athletics

The opening of the Ridley Athletic Complex in 2010 enhanced student-athlete recruitment efforts and attracted national attention for Loyola’s lacrosse and soccer programs. Strategic planning also led to the University’s 2013 move from the Metro Atlantic Athletic Conference (MAAC) to the Patriot League, which is known for its fundamental commitment to academic and athletic excellence.

Career Services that Ensure Students are Loyola Ready

Today’s students know the Rizzo Career Center as the hub for all things career, with programmatic support and personal guidance as they discern their path beyond Loyola. The University has invested strategically, adding networking tools, job search platforms, speaker series, major-focused career fairs, and a dynamic space that engages students with the process. The whole approach helps students and alumni discover their career passion by introducing a lifelong process of personal discovery and discernment.

Investing in Our Community

The strategic planning process has helped Loyola become a better neighbor, and especially in our local community. The York Road Initiative grew out of the 2008 strategic plan, Grounded in Tradition, Educating for the Future . In the years since, the place-based community development strategy has partnered with the local community to enhance area education and youth development, build civic capacity, and strengthen the York Road commercial corridor. The Govans Farmers’ Market opened in 2011, followed by FreshCrate and the Govans Community Fridge , which provide resources in the nearby food desert. Loyola continues to build on these programs with free tax preparation and expungement clinics .

Sounds Like a Plan

Strategic plans can shape the future, focus resources and energy, and bring people together to work toward a common goal. History shows that if you give a talented group of Greyhounds an exceptional plan built on an inspiring vision, Loyola will be a stronger, thriving institution—poised well for the future.

The best news? Good things are on the horizon—and we’ve got a plan!

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Workforce forecasting

Knowing how many employees are needed to meet demand at any given time is crucial to managing labor costs and productivity. But predicting market forces and staffing requirements – also known as workforce forecasting – can be challenging. That’s why employers rely on predictive analytics tools to evaluate workforce data and deliver actionable, evidence-based recommendations for hiring, retention and overall budget.

Table of Contents

What is workforce forecasting?

The benefits of workforce forecasting, workforce forecasting best practices, workforce forecasting methods.

• Frequently asked questions

Workforce forecasting is the process of determining in advance the workers and skills that an employer will need to conduct business successfully. Organizations that use ad hoc measurements or combinations of historical data from different sources for this purpose may be limited to short-term forecasts. Achieving workforce planning maturity usually requires sophisticated analytics.

Turn your people data into actionable insights

Workforce forecast example

A workforce forecasting strategy is essential for seasonal businesses. For example, resorts and retail  companies depend highly on having adequate staff during their busiest times of the year. These employers may have to look beyond manual headcount calculations, which can be inaccurate, and invest in software capable of creating in-depth workforce forecasts.

Workforce forecasting requires adequate tech, but the yields can be astounding. Employers who proactively use predictive analytics may be able to understand the following better:

• What workforce changes are expected and how to create reasonable budgets
• Where there will be hard-to-fill job openings requiring recruitment  or internal training efforts
• How industry trends, flight risks and retirements could impact their workforce in the future
• Situations that may lead to retention issues or problems arising from subpar employee performance
• Factors that drive turnover and the scope and cost of the associated risks

Accurate workforce forecasts may be difficult to achieve without a well-planned organizational strategy. Here are four tips for using predictive analytics:

• Determine the purpose Beyond cost savings, employers must understand why predictive analytics make sense for their organization and the key outcomes expected.
• Address pain points Analytics and workforce forecasting tools are able to delve deep and identify problems that may not be immediately obvious. With this information, employers can more readily prescribe the right solution.
• Create a comprehensive workforce picture When forecasting, it’s essential to analyze data sources from both inside and outside the organization. Internal metrics may include employee attendance data, feedback surveys and performance reviews. External sources may consist of wage comparisons, benefits analyses and market trend data.
• Focus on the user experience Predictive analytics loses its ability to support decision-making if the end-user is not kept in mind. Data collection should be appropriate, seamless, and straightforward. The data should also be transparent and actionable for managers and their team members.

Traditional workforce forecasting methods focus on predicting the number of employees or independent contractors  that will be needed. However, not all workers are the same and diverse types of workers present unique forecasting challenges. As such, headcount models don’t provide the full scope of the organization’s workforce.

A more precise forecasting method is to not only estimate headcount, but also consider the core competencies of the employees and contractors. With the right workforce forecasting software, employers can analyze data to develop monthly headcount predictions that account for both high-turnover, hourly workers and salaried employees.

Frequently asked questions about workforce forecasting

What are the five key elements of workforce planning.

Although there isn’t a consensus on what workforce planning and forecasting means for every organization, here are five aspects of the process that many employers experience:

• Creating structure and processes
• Planning for skills requirements
• Identifying and sourcing critical talent skill sets
• Recruiting new people to close skill gaps
• Retaining valued employees

What is labor forecasting?

Using data analysis to inform recruitment and talent succession strategies is known as labor forecasting. It can help align HR with operations and finance, improve internal training programs, and identify opportunities for increased profitability.

What is the work demand forecast?

Work demand forecasting is how employers ensure they have the right people with the right skills to meet their objectives. When backed by the most current data available, forecasts can account for potential spikes or lulls in business to help optimize service and reduce risk.

This guide is intended to be used as a starting point in analyzing workforce management forecasting and is not a comprehensive resource of requirements. It offers practical information concerning the subject matter and is provided with the understanding that ADP is not rendering legal or tax advice or other professional services.

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