Date: August 14th 2011

Implementing the Strategic Plan

Why is it that once the strategic plan is documented (written), nothing seems to happen until there is a discussion about the plan not working? Successfully implementing a strategic plan requires the frequent and intense monitoring of milestones, the systematic questioning of the plan, and the revision of the plan as necessary.

The concept of business planning is familiar. Goals are perceived, action plans are formulated, and milestones are set. What also is familiar is that not much happens after the formulation of the plan. When nothing happens, frequently the error is revealed when recent history shows the planning process has been experienced as chapters, with each chapter featuring a new plan.

The correct paradigm leads to implementing the written plan by initiating action, monitoring milestones, and asking, as is appropriate, “Why isn't this working the way it was planned?” Most of the time the plan will not get it completely right. No one has a perfectly clear crystal ball. When the plan is wrong, it needs revision – on the fly. Change the plan, change the milestones, but achieve the goals. If the goal cannot reasonably be achieved, change the goal to one that can be achieved.

One of the most unproductive endeavors in business is to attempt to determine if the failure to reach a goal is due to an error in strategy or a failure to implement the strategy. If the milestone monitoring indicates that strategy is not capturing reality, then revise the strategy. Do not let impractical or unrealistic strategy become the basis for an excuse for failure to reach the goal. If the milestone is not reached because of conditions other than strategy, then the action plan should be revised so that the next milestone can be met.

Once there is a strategic plan in place, if it is being properly implemented, there will not be a need for a new strategic plan. With best practices, the strategic plan in place will be constantly revised. The revisions should be considered with a decision-making process comparable to the development of the plan. The revisions should be written and communicated – meaning that the failures causing the changes also are documented and communicated. The milestones should be considered essential guidelines on business performance on an individual and group level.

When milestones are intensely monitored, the question will continually be raised, “Why isn't this working the way it was planned?” Do not allow this to be an idyllic inquiry. Determine why, make the necessary changes, and ask the same question at the next milestone. The benefit of creating the plan is to have the perspective to ask that question, over and over, when implementing the plan.

© Rick Riebesell 2011. All rights reserved.