(Author’s note: this article is the second in a series on strategic planning using the SWOTAR model. This post also shows the importance of getting something done, even if it isn’t perfect. You might notice a spelling error, or perhaps a missing comma or double word. If I waited until this post was perfect, or even better, February might be half over. Given that an imperfect plan delivered on time is better than a late but perfect plan, and this series is about, perhaps an imperfect post delivered on time shows the importance of punctuality, if if the product is not perfect.)
Before diving into the SWOTAR model to collect information to develop a strategic plan, understanding the planning process is important so you execute your collect effectively, with the right people, so you end up with a workable plan in the end. If this is your organization’s first plan, SWOTAR is an great entry point to the cycle. If your organization has had one or more strategic plans that failed to achieve the desired results, this review improves your chances of success. Continuing with the map analogy, left in the glove box, a map is a useless tool to help you find your way. Likewise, a strategic plan set on the top shelf of the Chief Executive’s office bookcase is just as useless. Everyone, yes, EVERYONE in the organization needs access to the strategic plan. Execution of a strategic plan is an organizational, not an individual responsibility.
In the Army, units always attempt to get full size, full color maps for all their key leaders. Every vehicle driver has at least a strip map showing key points along the route and just off the route to help them reorient when, not if-when, they stray from the main route. Senior leaders in effective Army units know that unless every Soldier knows how to go from the current location, to their next objective, not every Soldier will arrive ready to execute the mission. Things happen. Soldiers become separated from the main body, enemy action makes the main route unusable, a driver makes a wrong turn and everyone else follows. If everyone has some access to location finding information, maps, they can find their way using alternative routes to arrive at the objective and provide the commander with enough troops to accomplish the mission.
Likewise, when orders are issued, commanders brief their followers with the objectives of their higher headquarters and tell all their units all the expectations of each with the leaders from each of those units present at the same time. By understanding the whole operation, junior leaders rapidly adjust to changes. Strategic plans work the same way.
Strategic plans are an organization’s military operational order (OPORD). Leaders at every level understand the overall strategy. This helps them create effective plans for their teams to support the big picture. Each individual knows the part they play in helping the organization succeed.
Too often poor leaders justify holding such information from their followers with such arguments as, “they don’t need to know; it will only confuse them,” or “they just need to do what I tell them to do.” Those leaders then wonder why they fail to get results. Remember, few people come to work daily with a desire to fail. Most people want to be successful at their job. They want to know their work has meaning. Helping workers understand what work must be accomplished to make the organization successful, and what quality work looks like enables them to better prioritize the tasks and find ways to improve the execution of those tasks.
Because strategic planning is a cycle, there is no first step, just a next step. However, if your organization has never planned for the future, assessing where you are and where you want the organization to be in the future, is a good place to enter the cycle. SWOTAR is nothing but an assessment model.
Everything else in the strategic planning cycle, figuring out what to do to make your vision of the future a reality. The strategic planning cycle continues with creating a mission and vision for the future. Next you develop steps to enable action that begins to make the vision real. Along the way, measure the success of processes to ensure they are working correctly, and the effectiveness of those processes to move you toward the vision. Because strategic planning is time-bound, the last step before assessing for a new cycle is to evaluate your successes.
In this assessment, determine what you achieved? Ask if your achievements resulted in the end state you envisioned? If your organization made the progress desired, what does the next level look like? All these questions create the data you will need for the next SWOTAR process.
Strategic planning is a continuous process. Identify your strengths, weaknesses, opportunities, threats, aspirations, and results desired. Next create actions plans to determine what actions you need to take to make your aspirations and desired results reality. Take action based on the action plans. Assess your processes and effectiveness. Finally, evaluate if you landed where you planned, then begin again.
