This example includes four planning meetings and develops optimal strategic plans. These meetings will then transition to annual planning.
Development
– The plan begins with a meeting with the board of directors, where the chairman of the board will introduce and present the results the company has obtained from the strategic plan, a general survey of the planning process and the people on the project team. In short, the company then implements the next step of the plan, discussing the ability to achieve the goals, tasks…. or defining the strategic goals to be developed (goals or projects). Planners must carefully study the strategies before the meeting.
– The next meeting will focus on developing methods for each goal. In preparation for this meeting, a subcommittee will be responsible for preparing a document that includes immediate tasks and goals, along with strategic goals and plans. This document will be distributed to everyone at the next meeting.
– In the next meeting, the planners exchange feedback on the planning document including its content and how it will be implemented. It is recorded in the document and distributed at the upcoming meeting.
– The next meeting does not require too much focus on the plan such as the documents the board approved at the regular board meeting.
– As the example above mentioned, subcommittees must be responsible for collecting information and classifying it to distribute before the meeting.
– It is also important to note that, based on the document, everyone will come up with an annual plan that details the plans to be implemented in the coming year, who is responsible for implementing them and when.
– Although the company is concerned with strategic planning, people still have to arrange time to attend regular meetings. This arrangement is based on the fact that well-organized, short but effective meetings are better than long, poor quality meetings. In addition, it also conveys all the requirements of the meeting.
In connection with business change, business process re-engineering.
The key success factor for your change effort will be your vision, and how it fits into the long-term plan for your organization. Linking the future image, with specific, step-by-step plans, is also fundamental to change management. If I were forced to reduce the above factors to three, they would be: Top management support, a compelling vision of the future, and change management.
You also need to connect your plans and visions to your measures of success. Your vision is the starting point for goal setting, reflected in an approach first used by the Japanese, called “Hoshin planning.”
During this process, remember that your vision will drive the planning process and be the root of the short- and long-term goals from which you can measure the success of your initial change.
Conclusion: Organizations that want to move away from conflict and create coordination around their initial innovation efforts require a vision and a strategic plan. The first step in achieving this is to identify the barriers and clarify the actions needed to overcome them. The cure for each barrier is different, and correctly identifying the barriers is a critical first step. In the case of changing the direction of a business, success or failure will depend on the effectiveness and strength of the vision and strategic plan.
