Strategic Planning, document or instrument?

A credit union I worked on strategic planning was so proud of the plan year, was bound, had a fancy cover and it was a document that they were anxious to show everyone.

Once I started to break down, I soon realized how this document was essentially cable and imagination by exploring further found hardly any of the goals and objectives had not even been attempted. The executive team and board were more focused on creating a document in the creation of an instrument. We had a lot of work to do to get a really strategic focus that went beyond the creation of a fantasy notebook.

A strategic plan as a tool is focused on taking a realistic view and outline the steps to achieve this vision. These measures should have a specific intent, action, or tactical plan complete with timelines, responsibilities, and a person, (a sample) required to drive this plan to completion. Each area should have a form of measurement to verify that everything is on target, is progressing well and, above all, to detect when success is happening!

Simplified strategic planning is less a document of fantasy, or a plan twisted just someone with a doctorate in finance could understand. It 's more on creating a simple and practical tool that anyone can understand, support, and dive to make your vision a successful reality.

The strategic planning process is exactly that, a process. It is not a retreat. It is not a document. A living document that is the foundation of any organization is a positive step. Test your daily activities, asking: What support or advance the plan? If not, what is the purpose of doing such action? If you like you can do is have a greater impact.

Once the plan is used as a tool by all employees, the synergy of working together has great momentum because finally people are currently working together to achieve a common goal - the vision stated in the plan .......