The Need

A technology company had never engaged in a formal strategic planning process, although it had been in business for 13 years. As a result, its management style was characterized as being driven by the crisis of the moment, and "fire-fighting", rather than being pro-actively driven by a set of planned strategies, which in turn would drive the goals and objectives being pursued by the management of the company.

The Solution

We designed a process to make strategic planning not a one-time event, resulting in a binder that goes on the shelf, never to be seen again. It was designed instead to be an on-going process that provided a map by which the company runs all its businesses over the next five years. The process cascades from corporate through its businesses to individual departments and managers. Managers at all levels are held accountable for completion of goals and objectives driven by the strategies.

The Objectives

After the two-day kick-off to the process, involving the 16-member executive committee, the company wished to have a dynamic, pro-active strategic plan that set the direction of the company. They also wanted an on-going process that helps the company's managers and executives answer these basic, but important, questions:

• "Who are we?"
• "Where are we?"
• "Where do we want to go?"
• "How do we get there?"

The Outcomes

• A Mission Statement and Values Statement
• A Vision Statement, representing the future in a five-year time horizon
• A five-year Strategic Plan, linking organizational goals and objectives to departmental and individual goals and objectives
• An implementation and follow-up plan

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