AN OUTLINE STRATEGIC PLANNING FRAMEWORK
The framework that follows asks just some of the questions that the senior team will have to ask themselves as they prepare a plan that will address the demands of an increasingly well-informed community of stakeholders who will be concerned that rapidly changing global circumstances are perpetually reflected in strategic and operational endeavour.
There are no right or wrong answers to the questions posed but suffice to say that the keys to the delivery of every strategic plan are an achievable vision of the future, its objectives and goals; the taking of the actions necessary to realise them; and the regular review, monitoring and updating of the strategies and plans that will deliver the vision.
AN OUTLINE FRAMEWORK
This is an area of the plan that businesses are much less accustomed to considering but in an age of construction, widespread house-building and community issues such as increased poverty, unemployment, drug and substance addictions, government concerns such as social distancing and the challenges of balancing economic growth with the management of health and welfare, it has become an important consideration.
Whereas strategic matters within the plan are about ‘doing the right thing’, the operational elements are about ‘doing things right’!
A summary of the principal elements of the financial plan. This is also a section of the strategic plan that is likely to come under stakeholder scrutiny.
This should include such as:
Another tabulation with the risks to the plan highlighted in red for severe, requiring a managed plan in its own right; amber for medium risk but still requiring concerted action; and green for low risk but action a much lower priority. Every risk identified should carry a contingency plan for immediate action should mitigating activities be found to fail and the worst to happen.