Most of the tools and techniques developed for the Simplified Strategic Planning process can find application in other areas or processes of the business. For instance, a typical problem we hear from companies is that they find it difficult to sort through and prioritize the multitude of new product and service ideas that they are presented with. Our Opportunity Screening Worksheet can be very useful in addressing this. This tool directs the team to consider a very structured set of questions in the consideration of new opportunities. It addresses the number one pitfall in new product development – a poor up-front definition of the opportunity and the factors required in its successful commercialization. While it will not make a decision for the management team, by using this tool repetitively, managers will in fact become better decision makers. You should encourage managers throughout your organization to understand the various strategic planning tools and apply them wherever they feel that they will be useful.

We have made several failed attempts at Strategic Planning in the past. How can we improve our chances of success?

Successful strategic planning requires leadership, commitment and discipline. This starts with the commitment of the CEO. Strategic Planning must be one of CEO ‘s top priorities and he or she need to be actively involved in the process. A situation where the CEO delegates the process to others and is only interested in 'a summary of the results' is doomed to failure. A sound planning process is also essential. While an unstructured approach to Strategic Planning may yield some benefits it is likely to be deficient in its basic underpinnings. It is likely to be steered in a particular direction by the most vocal or strongest willed and may lack the buy-in required for successful implementation. A robust process will assure that the team covers all of the necessary bases and will lead to much better decision-making. Finally, a strong culture of discipline is required to keep the plan and the planning process on track on an ongoing basis. The planning activities must be integrated into day-to-day management life so that Strategic Planning becomes something that is done in the normal course of business rather than as an isolated event.

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