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It is widely recognised that the strategic planning process is part of all big organisations' agendas and is normally structured as below:
· Strategic: Vision/mission/SWOT analysis, benefits
· Tactical: Core values, objectives, governance
· Operational: Action plans/stakeholders mapping
However, for some organisations, strategic planning seems to be a theoretical exercise where all divisions and functions fill out their objectives and review them monthly or quarterly, primarily for governance purposes. It’s all very task-driven, albeit strategic plans need tasks. In many cases, the communication and engagement of sharing and understanding the vision and mission, purpose and context, objectives and benefits are left aside. As a result, strategic planning becomes almost a tick-the-box exercise.
Another issue around proper communication and engagement is that the bigger the organisation or project becomes, the harder it is to manage. With more teams involved to execute roles and tasks, more managers to guide them, and more contractors and partners to deal with, this becomes more complex in today’s reality, where speed and execution are fundamental.
My view and approach is that any strategic planning concept requires a proper level of common language and understanding across the organisation
Effective collaboration, engagement, and coaching are among the most critical and challenging parts of the strategic planning process. Still, it can be tough to gather all the necessary inputs, especially as the organisation scales. Business disruptions like COVID-19 and the associated changes in flexible work schedules have inevitably made the digital interface much bigger than human relations, face-to-face brainstorming in a room with white-boarding tools. As a result, employees have become more individual, closed, and less supported.
The teams need a clear view of where they are and where they’re going. They also need a high level of detail to execute their projects or move a process forward. All kinds of digital interfaces exist, such as personal worksheets, task lists, account notes, and other ways of tracking individual work, but most Leaders and Managers have no time to read and follow up on those reports.
How to overcome this? By giving small steps….
1. Looking for the trees sometimes is key (step out from the helicopter view).
Leaders and managers should be aware that teams may not always come to them when problems arise, so anticipating problems and engaging with employees earlier will build solutions and commitments (e.g., using one of those reports and listening to employees' recommendations and concerns). Build Trust.
2. Start with supportive direct actions that create attention, motivation, and initiative.
Leaders and Managers must realise that strategic planning only works properly if the team knows they are a priority. From there, it will be simpler to share the elements of what is strategic, tactical, and operational. The formulation and execution of the business strategy may depend heavily on the teams’ confidence and positive thinking. Build Engagement.
3. Invest time in human relations.
The technology and processes won´t fix or solve everything. Having suitable leadership can ensure your team’s commitment and buy-in. Empowered teams may feel more motivated to collaborate and achieve a goal, which can directly impact strategic planning success. Build Capability.
4. Create a culture of belonging.
Leaders and Managers can help create a proactive environment by learning from their failures and encouraging new approaches. Providing trust, safety, alignment, and autonomy will be seen as equally important as sharing Vision/Mission/Philosophy. Build Environment.
In conclusion, my view and approach is that any strategic planning concept requires a proper level of common language and understanding across the organisation. It means different things to different people. Without a proper level of common understanding, it is unlikely that any transformation agenda will succeed.
Organisations that have implemented empowerment may see increased engagement, initiative, and creativity. Developing an inspiring and innovative environment can increase adaptation to different work styles, which may lead to success.
Leaders and managers can heavily influence productivity, revenues, and innovations. But equally, management can contribute to a lack of trust or low expectations regarding the team’s motivation or performance, affecting the strategic planning agenda. Promoting open communication and engagement allows for the exchange of ideas and may also help with improvement opportunities (e.g., just start by asking where I failed?)
