Give this article a read and let us know what you think.

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I would not waste my life in friction when it could be turned into momentum. - Frances Willard

To this order, educating your team about the strategic planning process itself can create an understanding of how the process culminates into a final plan (i.e. how a SWOT is used for determining potential areas of priority, which are then developed into strategic themes). A simple flow chart may be all that is needed to make sure everyone knows the general development route your strategic plan will take.

In the development and execution of the plan, there will be dialogue. To optimize these exchanges and keep them constructive, the entire team needs to recognize the balance needed between informing, recommending and deciding in order to have a true collective outcome. In the delivery of this dialogue, we can’t stress enough the importance of language symmetry. For example, are your organization milestones considered “objectives” or “goals”? Do these terms change at different stratums, for say a department or an individual? There is no right or wrong answer; the point is that whatever resonates best with your organization should be identified and incorporated. Language must name the key features of your strategy landscape with rigorous consistency so that any adaptations toward a common direction can be achieved without confusion. After you are finished ironing out any contentions of what a strategic plan is or is not, just remember it is your job as a driver of strategy to continually develop those common nodes of understanding (process, roles, communication) as they relate to the strategic execution cycle that your organization should have in place. Commit to a shared language standard, and find ways to incorporate repetition into the sharing of ideas and concepts. Make it ritualistic throughout your strategic development and execution cycles. Remember, it takes courage and discipline to practice an art that is never fully mastered.

STRATEGY CHECK: Does everyone in your strategy voyage understand the flight plan?

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Because of this, we’re seeing the word “agile” used more and more. Agile development, agile programming, agile strategy: everyone wants to be nimble- be quick. So, what should your organization focus on if you want to have an agile strategy?

Connect with your market

• Don’t let your data sit around expired
• Don’t delay when you encounter a roadblock

The first thing you need in order to be agile is great, current data. How old is your most recent environmental analysis? When’s the last time you conducted a SWOT analysis? Agile organizations are great at scanning their surroundings on a regular basis. It’s no good to you to know what your industry did last quarter if you still don’t have a plan to use that information.

In addition, don’t get tripped up on making sure your data is perfect. Many a strategic plan has been made powerless through data paralysis. Search out what you can and go with it.

Make quick decisions

• Use trusted methods
• Don’t just go for consensus

Do you know how to make decisions fast? If you’ve got a list of 10 opportunities but only have the resources to pursue three, then you need to know how best to trim your list. Emotions, politics or alphabetical order won’t help here. For information on making decisions, see our post, How to Evaluate Your Opportunities Strategically.

Also, remember that sometimes consensus works against you. If you’re trying to make sure everyone is on board 100% of the time, you’re most likely going to slow down your organization and make a lot of bad decisions. Good strategy doesn’t have to make everyone happy- it’s got to lead your organization towards success.

Drive your strategy through your organization

• Leadership Unity
• Communication

In order to make sure your organization moves quickly to implement your strategic decisions, it’s imperative that your leadership supports both your plan and each other. One of the most common reasons that strategic initiatives miss their mark is lack of support or understanding from leaders- it’s not that everyone must agree on everything- but you need to make sure you’re all on the same page.

Clearly communicating your strategy is also key. Don’t pull in the communication consultants only after the strategy has fallen flat- find out beforehand how best to talk to your people about your strategic direction.

Remain Fluid with your Resources

• Ensure that your resources can be reallocated
• Make sure everything isn’t tied up

All this talk about great data, quick decisions and whatnot won’t help you at all if the resources needed to implement your strategy are all locked up. If you’ve invested all you have in your current direction, you won’t be able to change it when new data leads to decisions to jump on an opportunity.

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• Be realistic about scenario planning
• Intensify monitoring
• Look beyond the crisis

What I appreciate about it is that the authors included specific examples and a lot of practical advice. Now, more than ever, strategic planning is essential to any business, and those who are called to strategize and monitor their organization’s strategy are going to need to respond to the changes the business world is going through. What worked in 2008 may not work in 2009, but that doesn’t mean that you can do nothing- your plan must lead to action.

Another fantastic piece was the section on looking beyond the crisis. I was actually somewhat surprised at first to see that McDonald’s was an example of a company who’s taking innovative steps to respond to the current crisis, but after reading the article’s synopsis I plan to dig even further- there are some great concepts to take to heart:

One company that’s staying the course is McDonald’s, which has profited in the downturn from its low-cost menu items and is enjoying its most robust same-store sales growth in years. Meanwhile, senior management has remained focused on longer-term strategies involving expensive store renovations, operational overhauls, high-end coffee products, and healthful menu options. Managers elsewhere can learn valuable lessons from the company’s efforts to benefit from the current circumstances while sticking to longer-term strategies and the underlying trends (such as healthier lifestyles) that they reflect.

If you have time, read the entire article. 2009 has been an eye-opener for anyone, especially for those in the planning business. The tools necessicary for survival, though, aren’t very different but they do require strength, agility and persistance- all qualities that will help managers during any season.

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