Where are You Going?

by Don Harkey

For many leaders, this is a difficult question to answer. As uncertainty surrounds us, especially in challenging economic times, this question becomes even more difficult to answer.

In concept, the strategic planning process I like to use is simple. Where are you now? Where do you want to be? How do you get there? This is a simple approach to a difficult problem.

First of all, the question of "where are you now?" is very challenging in itself. One method of determining this is to brainstorm a list of values that you feel that your organization has within a cross-functional, cross-level team. The next step is to discuss these values with the understanding that a true value is one that is truly (and currently) part of your DNA. If product quality is listed, for example, ask yourself whether or not quality is really part of your culture. If it is not, this is difficult to admit, but it is extremely important. If it is a core value, it doesn't mean that you are perfect... it just means that your organization naturally and universally works toward that value.

This process will naturally lead you to the next step. What about the values that didn't make "the cut"? Are these values that you would like to see your company have? This is the beginning of the "where you would like to be" discussion. If product quality is not a core value, but you think it should be, what can you do to get it there? What is missing? This leads to the next step.

What do you need to do to get from where you are to where you want to be? This should be a list of actionable things that you can do. If you discovered that you could do better with quality, what kinds of things do you need to do to start to build quality into your DNA? (Hint: DO NOT HANG UP A "QUALITY IS IMPORTANT!" POSTER)

Strategic planning is actually a continuous process. Where are you? Where do you want to be? How do you get there? This is a moving target within a changing environment, so you can't allow yourself to be stalled by uncertainty. I am surprised by how many companies I hear talking about waiting for to see what is going to happen next in the economy or with the next government stimulus package. While these external factors will no doubt have a significant impact on many organizations, there is undoubtedly internal actions that would better prepare your organization for ANY external outcomes.

These rough times are actually an opportunity. Your competitors are likely flying in a holding pattern and waiting. You could be doing some low cost, high benefit activities like understanding and developing the people within your organization. You could be forming the basis for making your organization more nimble and quick to respond to outside factors in the market.

Knowledge of the future is an illusion. We never really know what is going to happen next. All we can (and should) do is prepare ourselves to handle change deliberately by gaining a true understanding of your organizations strengths and vision. This type of knowledge is never wasted!