- 2024
Strategic Plan
Current State SWOT
Taking time to reflect on your organization’s current state by conducting a SWOT exercise is a primary foundational element in building a strategic plan. It often clarifies key considerations, which need to be carried forward into the planning process, including strategic priorities and core areas of focus.
SWOT: Where are we now?
An internal/external analysis is a planning exercise that refers to conducting a comprehensive SWOT analysis. A SWOT analysis is a quick way of examining our organization by looking at the internal strengths and weaknesses in relation to our external opportunities and threats. By creating a SWOT analysis, we can see all the important factors affecting your organization in one place.
Strengths:
Opportunities:
Weaknesses:
Threats:
Strategic Direction: Mission, Vision & Values
Knowing why we exist (mission), where we want to go (vision), and how we behave (values) is the glue that holds our organization together. Our strategic direction is essential to building our strategic plan and developing a strategy.
While our strategies and goals might change and flex with the market, our intent stays unchanged and we have complete clarity when making critical business decisions that impact our future with a clearly established strategic direction.
Mission Statement: Why do we exist? What is our core purpose?
Our mission statement explains our organization’s core purpose & reason for being. A great mission answers the question, “Why do we come to work each day?” It captures the impact we have on the people, customers, or organizations we serve.
Values Statement: How will we behave?
Our values statement clarifies what our organization believes in and the behaviors we expect to see as a result.
Vision Statement: Where are we going?
Our vision statement expresses the future state we want to achieve; it articulates a vision of success we are aiming for. All goals, objectives, initiatives and actions are pointing to this north star. A great vision statement is stated in the future tense, and is aspirational while being possible and achievable.
Competitive Advantages: How will we win?
Competitive Advantages are unique qualities, capabilities, or competencies of our organization that allow us to meet the needs of customers better than our competition.
Our competitive advantages are...
- No positives: please rate some of your SWOT.
Our Roadmap: Strategic Goals & Initiatives
With a clear understanding of where we are today and where we’d like to be in the future, our Strategic Goals and Initiatives define the roadmap for our organization to achieve our vision. Our roadmap will follow four balanced scorecard perspectives, including Financial, Customers & Markets, Operational Excellence, and People & Learning.
What are the top 3-4 most important projects, initiatives or actions you need to take to realize this?
What are the top 3-4 most important projects, initiatives or actions you need to take to realize this?
What are the top 3-4 most important projects, initiatives or actions you need to take to realize this?
What are the top 3-4 most important projects, initiatives or actions you need to take to realize this?
What are the top 3-4 most important projects, initiatives or actions you need to take to realize this?
What are the top 3-4 most important projects, initiatives or actions you need to take to realize this?
What are the top 3-4 most important projects, initiatives or actions you need to take to realize this?
What are the top 3-4 most important projects, initiatives or actions you need to take to realize this?
What are the top 3-4 most important projects, initiatives or actions you need to take to realize this?
Creating a Culture of Consistent Communication & Delivering Results
Managing your plan means keeping strategy a living, breathing process to ensure goals become reality. A management process fosters clarity in prioritization, coordination, communication, and appreciation for each person’s contribution toward recognizing organizational success. Developing a regular and consistent schedule of reviewing past progress against a plan’s goals, discussing near-term focus and what is needed from one another to stay on-track is critical to successfully achieving an organization’s vision. Creating a plan is hard work, but only half the battle: ensuring implementation is on-track and strategy is regularly discussed (not just at annual planning time) is how good organizations become great.
Mission Statement
Vision Statement
Values Statement
Competitive Advantages
Strategic Objectives
1 Financial Strength & Results
2 Customer/Stakeholder Growth & Impact
3 Operational Excellence
4 People Expertise
Financial Strength & Results
- Goal #1: Profitability Improvement
- Goal #2: Community Impact and Contribution
Customer/Stakeholder Growth & Impact
- Goal #1: Customer Retention
- Goal #2: Customer Acquisition
Operational Excellence
- Goal #1: Product/Service/Program Development & Innovation
- Goal #2: Process & Systems Improvements
- Goal #3: Sales/Marketing Effectiveness
People Expertise
- Goal #1: Recruitment
- Goal #2: Staff Development & Retention
Current State: SWOT
SWOT: Where Are We Now?
Strengths:
Opportunities:
Weaknesses:
Threats:
OUR STRATEGIC DIRECTION: MISSION, VISION & VALUES
Mission Statement: Why do we exist? What is our core purpose?
Values Statement: How will we behave?
Vision Statement: Where are we going?
Competitive Advantages: How will we win?
Our competitive advantages are...
- No positives: please rate some of your SWOT.
OUR ROADMAP: STRATEGIC GOALS & INITIATIVES
Measure: Not set
Measure: Not set
Measure: Not set
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Creating a Culture of Consistent Communication & Delivering Results
Our formal time to rollout and communication our plan will be on to
Accountability & Ownership:
Individuals that have been identified as initiative owners will be champions and accountable for implementation.
- Hire volunteer coordinator : (Not set.)
- FDBFD: (FDGD)
- Not set.
- FDGD
Not set, Not set
Communicate Progress:
Our team is committing to communicating progress to your team:
Not set
Via Communication Method:
We’re excited to help you build your strategic plan!
As we get started, please select the most appropriate category for your organization: for profit, non-profit, or government. This selection will pre-populate the OnStrategy Strategic Planning Template with information and suggestions specific to your organization’s category.
Please upload your organization’s logo, input your organization’s name, and input the year in which you would like your plan to begin. It’s important to note the OnStrategy Strategic Planning Template is intended to create 3-year strategic plans; e.g., If your plan begins in 2019, the plan will span from 2019 to 2021.
Use the blue planning wizards for guided inputs to create your plan elements.
Stuck or need help? Click the red tab in the right corner to open the help section.
Enjoy acccess to your OnStrategy Template forever.
We’re excited to help your organization build a strategic plan to achieve your vision of success!
Welcome to the Strategic Planning Template!
Add the 3-4 most important projects, initiatives or actions you need to take to realize this goal.
Add the 3-4 most important projects, initiatives or actions you need to take to realize this goal.
Add the 3-4 most important projects, initiatives or actions you need to take to realize this goal.
Add the 3-4 most important projects, initiatives or actions you need to take to realize this goal.
Add the 3-4 most important projects, initiatives or actions you need to take to realize this goal.
Add the 3-4 most important projects, initiatives or actions you need to take to realize this goal.
Add the 3-4 most important projects, initiatives or actions you need to take to realize this goal.
Add the 3-4 most important projects, initiatives or actions you need to take to realize this goal.
Add the 3-4 most important projects, initiatives or actions you need to take to realize this goal.
The key to building a great strategic plan is articulating the specific customer segments served. Customer segmentation defines the different groups of people or organizations your organization aims to reach or serve.
- Provide a few words that succinctly describe the audiences or customer segments served by the products or services provided by your organization? These may be defined by demographics, stakeholders, or end-users served.
- Provide a few words describing the results or benefits of your products or services?
- What is the product or service we fundamentally offer?
- In a few words describe where our products or services are used? These may include a specific geography, industry, or demographic reached.
- Using a word or two create a label for the value. For example, honesty, integrity, or teamwork.
- In a few words, or in a sentence, describe specifically how you see this value being applied within your organization. For example, “by having our sales and customer support departments be transparent in our pricing model with new and existing clients.”
Use the Competitive Advantages Wizard to select your strengths.
A competitive advantage is one that is a unique differentiator that clients value and is hard for your competitors to imitate. If the answer for a strength to each question is “Yes”, then you have a compelling and defendable competitive advantage you can leverage.
- No positives: please rate some of your SWOT.
In 5 or so years, what is the difference you envision for your...
If you’re ready to put your plan to work, OnStrategy’s purpose-built software drives consistency and accountability for the implementation of your plan, streamlines data entry, and automates strategy reporting. Plus, every OnStrategy account includes a dedicated expert to guide your team through establishing an implementation approach establishing practices that ensure your organization sticks with it. Let’s connect to show you what your plan will look like in the OnStrategy platform.
