The first step in the Strategic Planning Administration process is to establish the position of Strategic Planning Administrator. The position will report to the Executive Steering Committee (ESC).
While the Strategic Planning Administrator position is responsible for the administration of the Strategic Plan, it is also charged with the delivery of project management services to each of the initiatives that is staffed and funded by the enterprise. This is done by overseeing the coordination of the projects defined in the firm’s Strategic Plan Document.
This function will employ such devices as bi-weekly meetings with project managers as well as monthly reviews with the executive steering committee in order to ensure that the strategic initiatives are evolving as planned.
Down the road, as projects begin to evolve and provide early deliverables, the Administrator must conduct a general assessment of all of the active projects and programs to see if, in fact, the projects are being implemented in compliance with the overall Strategic Plan.
This is done by mapping project progress against the implementation plans as well as asking some hard questions like:
• Is the strategic vision still valid? Should any of its themes be modified? Which ones and why? What has changed?
• What are the benefits reaped from changing the implementation plans? Are there any cost savings, value-added benefits, or softer, long-term intangible benefits?
• Have operating procedures and standards been materially implemented in the organization? How far along the standards road have we traveled thus far? How far, given this “process check,” do we have yet to go? Have we gleaned 80% of the benefit already, or is there still payoff down the road?
• Has the enterprise recognized any benefit from the work achieved?
• Given the current state of implementation, have any other benefits been obtained that may not have been originally predicted?
• In general, do the plans and their delivery schedules appear to be changing? If so, why?
• Have any initiatives, targeted as important, not yet matured as much as originally anticipated? Why? How will they be put back on track?
• What is the status of the technology/systems that were required for implementation? Is it “on time”? Is it at acceptable quality?
As these questions have been answered, adjustments to the original plans should be made (e.g., if a given project is not proceeding as originally scheduled, specific steps will have to be developed to produce “workarounds,” etc.) and communicated to the ESC.
In this way, the discipline and rigor introduced by the Strategic Planning Administration process, as described here, will yield the desired results as the organization transitions into the future.
This is one tip from my most recent book. I hope that you found it useful. Please email / call if you want to explore some of the strategic planning and administration strategies that I have helped my clients institutionalize over the years…I can help you, too.