Three planning activities can help ensure a robust, achievable plan: understanding the predictable consequences of the current state of things (and of the desired future state), identifying issues/obstacles which may impede progress on key objectives, and finally, clear articulation of what needs to stop to clear the way for organizational priorities. Let’s take a closer look at the process of identifying and planning/adjusting for natural consequences.
Over the past many years of facilitating senior leadership groups in strategic planning sessions, three key activities rise to the top of the list for getting needed focus and resolve. They are: understanding the predictable consequences of the current state of things (and of the desired future state), identifying issues/obstacles which may impede progress on key objectives, and finally, clear articulation of what needs to stop to clear the way for organizational priorities.
These three exercises may be done in any order and while they do overlap, they do so in a way that strengthens the usefulness of each. Let’s take a closer look.
Typically, identifying issues/obstacles comes right after the establishment and prioritization of key objectives for the planning cycle. Simply put, we need to ask this question: what is it (that) we need to accomplish to move the enterprise forward? Deciding what we’d like to do is usually not that difficult. Many times, the goals are ones that the business would have liked to accomplish in the past. But something was in the way. So, for each objective, we spend a considerable amount of time identifying what’s “in the way” so that it may be understood, neutralized, overcome, or removed. These obstacles may be internal (people, processes, resources, etc.) or external such as market conditions, cost of capital, competition, hiring needs, etc.
This sets the stage for a robust discussion. These may be items that have been around for a while but for any number of reasons, were never effectively addressed. This often means coming to terms with limitations or problems inside the business that are uncomfortable to discuss. These may be organizational competencies which are lacking, or people in key positions who lack the attitude and/or aptitude to adjust to changing requirements. As with any other attempt to get at the real issues, sound facilitation can help the leadership team dial in on these matters in a safe environment and in a way that will maintain the integrity of everyone involved.
It makes little sense to create a plan that has only a modest chance for success. Frustrations build and the team can lose confidence in the leadership team and its ability to plan and execute effectively. Identifying obstacles to progress and dedicating time, energy and resources in addressing them directly, can clear the way for higher levels of satisfaction and success.
During a recent planning session with a rapidly growing company, we paused to answer the following question: “What are some of the natural consequences of rapid growth?” This was my first time working with this group and they hadn’t considered this question before, at least, not in strategic session. What followed was a highly-energized discussion of the impact of rapid growth on all aspects of the business. These included business process issues, relationships with certain transactional customers, the financial impact and an increased need to focus on receivables and cash flow, sourcing and storing raw materials, needed skill sets of team members, technology requirements and so on. All in all, quite an extensive list.
The group then prioritized these items with those rising to the top moving to the issues/obstacles list and ultimately working their way into key objectives for the next 90 days and beyond. Some of these made their way to the “stop doing” list.
Next time, we’ll take a close look at ways to anticipate the natural consequences of the plan and ways to proactively address them.
For more information on ways to improve your planning process, contact me at joe@ajstrategy.com
© www.piworld.com
By JOSEPH P. TRUNCALE, Ph.D.
Joseph P. Truncale, Ph.D., CAE, is the Founder and Principal of Alexander Joseph Associates, a privately held consultancy specializing in executive business advisory services with clients throughout the graphic communications industry.
Joe spent 30 years with NAPL, including 11 years as President and CEO. He is an adjunct professor at NYU teaching graduate courses in Executive Leadership; Financial Management and Analysis; Finance for Marketing Decisions; and Leadership: The C Suite Perspective.
