In-System Strategic Plan - Examples
In essence, any information documented in a strategic planning workshop or meeting should be considered baseline reference material. In a best case scenario, the data was good, the predictions were good, and you check it regularly to measure against the baseline and adjust. In a worst case scenario, the data was poor, the predictions were unfounded, and the document is useless the day after it was built. When the plan doesn’t match reality, you have to keep coming up with new short term targets and hope that if you hit them, somehow it will all work out in the end.
If the baseline information that comes out of a strategic planing workshop lives in the system you are operating from, the material can be easily built upon and refined.
Examples of what can be done when building an in-system plan…
- Attach reference material to the actions that follow off of it.
- When an unknown is defined, include next steps on learning more.
- Assign early warning risk triggers to their owners.
- Break down key metrics to their component daily tasks and assign them.
Examples of what can be done (and I do regularly) when executing…
- Status update meetings don’t require building decks, manually compiling metrics, and comparing progress, it’s all included in the workspace.
- Shifting priorities can be assessed and agreed to without digging through documentation.
- Research data can be attached to research projects in the workspace, which can then feed next steps.
- Competitive intelligence activities can exist in context with the collected results, analysis discussions, and next actions.
There is no practical limit to the what can be done in contemporary project management platforms when structured correctly. The only limits are the organization and communication skills of the teams putting them together.