A systematic process of envisioning a desired future, and translating this vision into broadly defined goals or objectives and a sequence of steps to achieve them.
In contrast to long-term planning (which begins with the current status and lays down a path to meet estimated future needs), strategic planning begins with the desired-end and works backward to the current status.
At every stage of long-range planning the planner asks, “What must be done here to reach the next (higher) stage?”
At every stage of strategic-planning the planner asks, “What must be done at the previous (lower) stage to reach here?”
Also, in contrast to tactical planning (which focuses at achieving narrowly defined interim objectives with predetermined means), strategic planning looks at the wider picture and is flexible in choice of its means.
Our Strategy Planning Methodology:
- Mission: This is typically achievable in three to five years. It should be bold and exciting.
- Strengths to Leverage: Three to five key strengths you will need to use to achieve your Mission.
- Strengths to Develop: Three to five strengths you will need to develop to achieve your Mission.
- Yearly Priorities: Three to five priorities you will focus on this year to leverage your current strengths or develop new strengths to get closer to reaching your Mission.
- Quarterly Priorities or Tactical Operating Priorities: Three to five priorities that support the annual priorities.
- Objectives: Projects and/or tasks that are required to accomplish the quarterly priorities.