August 5, 2014
Dana BaldwinThe size of the planning team needs to be large enough to have a variety of inputs and viewpoints, and small enough to be responsive and involved within the team. How does your organization decide who's on the team and who's not? What functions are represented? How many are on your team? Please comment on our blog.


M. Dana Baldwin

Strategic Planning Team - What Company Functions Should be Represented?

By M. Dana Baldwin

Dana Baldwin How many people does it take to develop a good, actionable strategy for your company? The most straightforward answer is: it depends. It depends on how big and how complex your organization is. It depends on how entrenched people are in silos. It depends on how good your internal communications are. It depends on the trust levels within the organization.

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Questions & Answers

Should you have an executive summary format as part of the Simplified Strategic Planning process?

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What is the difference between a Market Segment Designation and a Market Segment Definition?

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This column is intended to answer common questions related to strategic planning and strategy in general. In each issue we will answer questions posed by seminar attendees, our clients and our readers. Please send your questions to - Mail: CSSP, Inc. 2219 Packard Road, Suite 13, Ann Arbor, MI 48104

Article Archives

Did you miss these recent articles?

Innovation and Strategy

By Robert W. Bradford

These two words go together sickeningly often. Every buzz-word spouting bozo tends to refer to themselves as "inspiring strategic innovation" or "working on innovation strategy". But these words have very specific meanings, and, when it comes to strategy, there is innovation that will be strategic, and innovation that will not be.

What Changes Impact Your Bottom Line?Hint: There Is More To Pricing than Meets the Eye

By Denise Harrison

In their well-researched book, entitled The Price Advantage the authors (Baker, Marn, and Zawada) use the following statistics to highlight the importance of pricing: A 1% increase in price achieves an 11% improvement in operating profit. This statistic should make us take some time to think about our pricing policies.

What is Focus?

By M. Dana Baldwin

What is focus? Why is focusing on your business so important it should be a key element of your strategic planning? Why is it a key to your ongoing success? What happens when you lose focus?

Ready, Aim, Fire?

By Robert W. Bradford

In over 1,600 strategic planning meetings, I have noticed that people have a tendency to approach their planning process from many different angles. One of the most interesting sets of angles revolves around the very common idea that we can hit our targets more accurately using the sequence "Ready, aim, fire". This sequence originated...

Playing to Win - Thoughts from Lafley

Review by Denise Harrison

Playing to Win is A.G. Lafley's book on how he determined strategy when he was at the helm of P&G from 2000 to 2009 - and interestingly enough, he is back at the helm of P&G. While there is little new ground covered in this book, it is a good refresher...

Why Don't Some Organizations Do Strategic Planning?

By M. Dana Baldwin

Why don't some organizations do strategic planning? Great question, because a surprising number of companies do not actually put together a written plan of where they want to go. Why don't they plan? There are a variety of reasons, and we will explore some of them.

Why Stretch Goals Make Bad Strategic Objectives

By Robert W. Bradford

This is my fifth post on bad strategic objectives. In my first post, I discussed a test to tell whether an objective you set for your organization is truly strategic. By now, I've also highlighted four common types of non-strategic objectives, the incremental objective , the accounting objective, the lead brick objective and the world peace objective. Today, we'll take a look at one more very common type - the stretch objective.

Customer relationships: What does this concept have to do with strategy?

By Denise Harrison

Frustrated by losing a bid, one CEO called up his peer at the procuring company and asked, "What could we have done better?" The two firms had a long history of working together, and the CEO wanted to know what had gone wrong. The CEO at the procuring firm knew that the bidding process had changed: the procuring company had decided to turn it over to one if its "high potential" managers to develop a team to select the vendor.

Hire Well to Sustain a Positive Work Environment

By Dana Baldwin

How many times have you decided you needed to add to your staff, decided on the technical qualifications the job required and started looking for the person to fill those requirements? How many times have you hired someone who met all the technical requirements, but who did not really end up fitting in to the current team and their existing culture?

Are your Objectives Really Worth Pursuing? Or are they just "Lead Bricks?"

By Robert W. Bradford

In my first post on strategic objectives, I discussed a simple test to tell whether an objective you set for your organization is truly strategic. I've also highlighted two common types of non-strategic objectives, the incremental objective and the accounting objective. Today, I'll cover another common non-strategic objective - the lead brick objective.

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