This is an expansion of information for that particular KLM service. We’ve covered the 3 categories of services by highlighting the 7 primary services within the categories. Now, we can begin to expand on each service independently. 

There are many different interpretations and expectations of what a strategic plan is, how it is created, who is involved, what information is included in ‘the plan’, and what it is intended to accomplish.

Being ‘Strategic’ is the act of gaining a competitive advantage!

Your plan is only strategic if you implement it! In our experience, there are 3 variables that have the greatest influence on whether your plan will be implemented:

  • Are the strategic goals transformational and target extraordinary results (do they generate excitement)?
  • Are your strategic and tactical planning processes inclusive (do they generate active support from the key stakeholders)?
  • Do you have a distinctive & rigorous implementation process that is separate from your day-today managing process?

Transformational:

  • Strategic planning should help you identify the 1-2 strategic objectives needed to transform the performance of your business or organization. If your improvement goals yield only incremental improvements, they are not strategic.
  • To improve your performance significantly, you want to establish “heroic” goals that result in a 15-25% improvement in a KPA (Key Performance Area) by a given point in time. They should take your breath away and generate excitement among your people.
  • Limit your strategic goals to 1-2, or at the most 3. They are competing for attention with your day-to-day challenges. You want to focus the discretionary energy of your organization on the vital few strategic initiatives.

Inclusiveness:

  • Strategic plans don’t fail because they focus on the wrong stuff, they fail because they did not

involve the right people and therefore lacked active support during the implementation phase. You want to build broad ownership of the plan to facilitate implementation.

  • Include representatives of all the key stakeholders (those who control the financial and human resources) in your strategic planning effort.
  • Involve representatives of all parts of the organization who will be affected by the plan in the implementation planning. For that reason, it is wise to separate the tactical planning process from the strategic planning process.
  • Use a highly collaborative decision-making process and make decisions by consensus. That will also build broad ownership of the plan.

Execution / Implementation Process:

  • Start your planning with the end in mind. Identify the individuals who will be your Strategic Steering Team before you start planning. A parallel, rigorous implementation process is required to combat the distractions of day-to-day operations.
  • Separate your Managing and Leading process by setting up a Strategic Steering Team who will lead the implementation of the strategic plan.
  • The Strategic Steering Team should include your top functional leaders and representatives from your organization along with cross-functional / multi-level people from within the organization. They should meet on a regularly scheduled basis to work exclusively on the strategic plan. It is their job to charter project teams (one per strategic goal) and then personally lead and support those teams. The project teams are an opportunity to expand inclusiveness and capitalize on their experiences/expertise.
  • All teams should be required to meet on a regular schedule, with the meetings being planned, facilitated and end with action lists of whom will do what and by when.

What is your key insight/learning? Contact The KLM Group today at (804) 314-1088 to continue the conversation.