How to Start a Strategic Planning Process

Updated August 2024

It’s that time of year when we all look forward and wonder what the new year will hold. Honestly, we have been in this state of uncertainty for a while, and the future looks like a repeat of uncertainty. However, we can still look forward and plan with intention. A strategic plan outlines direction, intention, and next steps in building toward goals.

The strategic planning process takes many forms, and a strong one is constructed through an inclusive process where all stakeholder voices are heard. Dominant culture values speed over depth. A way to break out of dominant culture practice is to slow down the process. An inclusive process takes time & energy, and it builds buy-in through co-creation. Below is a basic outline to get you started.

Step #1 – Identify the Need

The first step is identifying why you need a strategic planning process. Oftentimes, a deficit has been identified in the business; however, this is not the only need. The business may have a new market opportunity arise or find that this group of employees is uniquely able to do something different. The need isn’t always about deficits; be cognizant of that. Identifying the need also provides talking points for your initial conversations with stakeholders about the strategic planning process.

Step #2 – Evaluate the Current Reality

Strategic planning processes typically start with a review of current status or evaluation. You can use what you currently measure, such as financial sustainability, client outcomes, and other key indicators. Some people use a SWOT analysis (strengths, weaknesses, opportunities, and threats.), but I like to use the SOAR model by Jackie Stavros. Stakeholder feedback is also important as capturing viewpoints from everyone involved in your work creates a broad perspective and includes stakeholders in the process. Ask your clients, your building neighbors, your vendors, your employees, your board, and anyone else who touches your business. Cast your net wide here. Feedback can be gathered in a multitude of ways (ex. survey, interviews, focus groups, etc.). 

Step #3 – Dream Really Big

Once a group knows where they are currently, then you can focus on where you want to be. This is called visioning, a strategic outlook for the future of an organization. You may want to look several months or years into the future. A couple of visioning exercises include the use of headlines (what headlines will the media write about you in 3-5 years?) and a recap letter (It's 12 months from now. Write a recap letter of what you wanted to happen.) Poet Langston Hughes once wrote, “Hold fast to dreams, for if dreams die, life is a broken-winged bird that cannot fly.” Dream like you have no obstacles.

Step #4 – Creatively Connect the Dots

The next piece is connecting the dots between current work and future status. Sometimes groups map their way backwards from the future to the current. This may include a review of your vision, mission, and goals. If you are looking at a larger strategic shift, you need to review how this shift will impact your "big buckets" of work, which are illustrated on the left side of this graphic. Get creative in connecting the dots by aligning the work with the energy of the stakeholders. Boring work doesn’t bring people to the office every day; find ways to ignite your passions.

Step #5 – Find the Next Elegant Steps

Author and entrepreneur adrienne marie brown terms the implementation phase as “finding the next elegant step.” The final piece is documenting the plan and putting it into action. While you are looking far into the future, the actual plan will outline strategies for use in the next 1-2 years. (It's hard to plan beyond that due to ever-changing economic climates.) I recommend a working document that is reviewed and updated monthly or quarterly by the team. A working document provides some fluidity to market conditions and new opportunities. 

Strategic planning takes time, but I have seen an outlier. The shortest effective process that I've seen is 4-6 weeks, and this group had great clarity about the future, were available to work several hours per week to complete the process and had a strong working relationship as a team. Using a consultant can definitely speed up the process by organizing and documenting the work and facilitating the conversations. Best wishes in moving forward -  

P.S. Loftis Partners can help you with strategic planning. Book a free 30-minute call right now.

Photo credit: Alexander Schimmeck via Unsplash