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Strategic Planning Model

As in many other fields, strategic planning professionals often cloak their work in pseudo scientific jargon designed to glorify their work and create client dependence. In reality, strategic planning processes are neither scientific nor complex. With modest, front-end assistance and the occasional services of an outside facilitator, organizations can develop and manage an on-going and effective planning program.

To assist organizations--small businesses and nonprofit organizations in particular--we have developed a planning process based on six simple questions. Realistic answers to these can help to guide the owners and managers of any business or organization toward a successful future.

1. Why are we in business?

Vision	Mission	Driving forces
the future position and value of the organization (present tense, seven words or less	the organization and its purpose (one hundred words or less)	the conditions which "drive" the organization
	who we are,	products/services offered
	who we serve,	market focus/needs
	what products and services we offer	technology
	how we make them available	production capability/capacity

2. How do we do business?

Values	Culture	Climate
the bases on which we want decisions to be made and actions to be taken.	traditions, ethics, and other standards which influence the way things are accomplished in the organization	the interpersonal and physical environments: is the organization a good place to be and to work?

3. Where are we now?

Environmental assessment--identifying factors which can impact our mission:
strengths, weaknesses, opportunities, threats, competition, and constraints.

Strengths and weaknesses are internal to the organization: how can we identify them and capitalize on our strengths and minimize or eliminate our weaknesses?
Opportunities and threats are external to the organization: again, how can we identify them and take advantage of the opportunities while countering the threats?
Competition and constraints can be either internal or external. Competition is any activity or condition which competes for the same resources. Constraints can arise from social, political, legal, educational, industrial, or managerial activities or conditions which prevent or inhibit accomplishing the organization's mission. How can we meet the competition and change or accommodate the constraints?

4. Where do we want to be?

Strategies Goals and objectives Gap analysis

where we want to be and what we want to achieve directly support our mission. Goals should be SMART S-pecific, M-easurable, R-ealistic, A-chievable, and T-imely. determining the difference between where we are and where we want to be.

5. How can we get there?

Tactics Resources

specific action plans to implement our strategies--the right people doing the right things at right time in the right way. there are only five: people, property, time, money, and technology (or knowledge).

6. How will we know we've arrived?

Management--establishing budgets, controls, and reporting systems and designating a coordinator to monitor each element of the strategic plan.

Sources: Clark E. Crouch

Strategies	Goals and objectives	Gap analysis
where we want to be and what we want to achieve	directly support our mission. Goals should be SMART S-pecific, M-easurable, R-ealistic, A-chievable, and T-imely.	determining the difference between where we are and where we want to be.

Tactics	Resources
specific action plans to implement our strategies--the right people doing the right things at right time in the right way.	there are only five: people, property, time, money, and technology (or knowledge).