It's OK to deviate from a plan. But planners should understand the reason for the deviations and update the plan to reflect the new direction. The strategic plan document should specify who is responsible for the overall implementation of the plan, and also who is responsible for achieving each goal and objective.
The document should also specify who is responsible to monitor the implementation of the plan and made decisions based on the results.
For example, the board might expect the chief executive to regularly report to the full board about the status of implementation, including progress toward each of the overall strategic goals.
In turn, the chief executive might expect regular status reports from middle managers regarding the status toward their achieving the goals and objectives assigned to them.
Are goals and objectives being achieved or not? If they are, then acknowledge, reward and communicate the progress. If not, then consider the following questions. Will the goals be achieved according to the timelines specified in the plan?
If not, then why? Should the deadlines for completion be changed be careful about making these changes -- know why efforts are behind schedule before times are changed?
Do personnel have adequate resources money, equipment, facilities, training, etc. Should the goals be changed be careful about making these changes -- know why efforts are not achieving the goals before changing the goals?
What can be learned from our monitoring and evaluation in order to improve future planning activities and also to improve future monitoring and evaluation efforts? The frequency of reviews depends on the nature of the organization and the environment in which it's operating. Prior to implementing your plan and moving forward with your action steps, it is critical that your strategic priority areas and goals support the vision.
It is also critical that each department and individual understands which goals and tactics they are accountable to deliver on. Furthermore, it is important that they are aware of project expectations and understand what success looks like. We can help you align your team around a clear vision, mission, values, goals and action plans,. While a spreadsheet may work, it can become cumbersome and overwhelming to track multiple goals associated with different strategic priority areas.
Smart strategic planners assume the need for constant follow-up, as "Entrepreneur" magazine outlined in its January interview with the Subway sandwich chain's cofounder, Fred DeLuca. According to DeLuca, one key aspect of the company's growth has come from its willingness to listen to its franchisees, who get one of five seats on its system advisory council.
Every four months, the group -- which also includes company representatives, codevelopment agents, and its franchisee association -- meets to share ideas.
This approach allows all the company's interest groups to air concerns while working as a team. By Ralph Heibutzki. Communicate the Objectives Communication is one of the most crucial steps after a plan is finalized, according to an analysis prepared for the U.
Determine Employee Roles To successfully communicate a strategic plan's objectives, management should designate employees responsible for implementing key aspects of the document. So, see below: What is strategic planning anyway? Costs, execution time, financial, material and human resources needed, among others. Check out this unique Siteware infographic that shows the consequences of a misaligned organizational culture of strategic planning: 3- Assessing ability to achieve goals and identify problems Analyzing both the internal and external workforce and the exchange of ideas is also important in measuring how well a company is able to achieve what was set for the period.
Why is monitoring strategic planning important? The results of a strategic planning follow-up are: Incentive for continuous improvement; Provision of data on the impact of activities; Information for decision making. Examples of strategic planning indicators You have seen that there is no way to monitor strategic planning without the use of indicators.
There are actually three types of indicators to consider in a company: Strategic Indicators: They point to the future, the path the company is expected to follow, and are linked to the mission and vision of the business.
They will be reached in the long term, between 3 and 5 years. After an analysis of internal and external scenarios and company differentials, with the help of SWOT analysis, strategic indicators are usually defined. Tactical Indicators: are related to the actions of each area of the company.
They make up an action plan that is effective in a shorter period than the strategic objectives, but should contribute to it. If tactical indicators are being met, there is a good chance that strategic objectives will also be met successfully.
Operational Indicators: short term.
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