Everyone will tell you that you need a strategy for your business or department – and they are right. Whether it is “grand” strategy that establishes the direction for your business overall or whether it is a “tactical” strategy designed to effect more specific changes, it’s a good idea to know where you are going and what it will look like when you arrive.
But many strategies fail to deliver. There are many reasons for this - one being a failure to turn the big ideas into actions that people can work on. Sometimes there is a plan but it is too grand and too long in the preparation - by the time the actions actually get started the world has changed and the plan doesn’t seem relevant any more. Or there is a strategy but no clear idea of the directions to follow, no one is responsible and there is no obvious place to start. The momentum generated by the “strategic” thinking soon dissipates.
With just 5 questions it is possible in the space of a few hours to generate a robust action plan that will get you moving on achieving your strategy. You can do this on your own or with your team, in a meeting or workshop, and with or without a facilitator.
Question 1 What is our focus?
Question 2 What are the key directions we should take?
Question 3 What are the obstacles that are blocking us?
Question 4 What to do to remove the obstacles and achieve what we want?
Question 5 What are the immediate, practical actions we can take?
The focus question defines the overall goal and scope – you might already know the answer and just need to restate it. The key directions are the themes or areas that if followed will lead to the goal. The obstacles are the constraints, the blockers that will defeat the plan if not addressed – some of the actions will be focussed on overcoming these. Other actions will address new things that need to be created or delivered. Consideration of these should be focussed on short term or very short term timescales – what can we do today, tomorrow, this week, this month that get us following the key directions. Medium and longer term actions can be logged but will most likely be consider later. Assign ownership to the key themes and the actions. Document it all – preferably on a single sheet of paper (see the example). Get started.
In just a few hours you have an action plan. It won’t be perfect nor will it be complete. But it will provide a basis on which to move forward. New or missing actions can be added as each action is completed. Keep the plan alive, review it regularly, keep adding the next actions that come to mind.
Acknowledgement: The format of the action plan was suggested by examples using the ToP Participatory Strategic Planning method designed by the Institute of Cultural Affairs (ICA).