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Is an uncertain outlook causing deferment from your strategic plan?

Problem: Next year we have a new council, possibly a new CEO and a new corporate plan.

“Let’s wait until the dust settles” - usual bureaucratic response to ensure a drop in productivity and no accountability for a period of time.

Procrastination. Every week you leave your planning stagnant, it can cost you several weeks, or months, to get back on track when the dust has finally settled. Which in turn translates to labor and resources costs you never should have incurred. How is this going to look to the new council or CEO?

You should view your plan as you would a young adult. It will change, cause you headaches and creates unique problems to solve, and if you take your eyes off it for too long it might end up a long way from where it started/was intended to go. However, if you check in on it regularly, ensure your communication/reporting processes are highlighting the significant tasks/issues, it’s not only going to survive, but generate successful outcomes.

Also, don’t think this issue is exclusive to the tail end of a plan’s lifecycle, strategic and operational plans need to be maintained throughout to keep clarity, a line of sight and accountability. After developing a comprehensive and well aligned plan, several of our clients have come to us to tell us they have fallen in the trap of assuming that from there they thought their plan would take care of itself. Rarely does this happen. 

Staff may come and go, others may not do what was expected of them, without clear visibility staff might be doubling up on tasks, and sometimes things just don’t work out the way they should, through no fault of anyone. Contingency is key when dealing with strategic planning, at PMH Insights we are ready at each stage of your plan’s lifecycle to jump in and help guide you through. We’ve seen the unforeseen and have the software and strategy to combat it.

If someone is leaving, no problem, all their goals were linked to their job role, so it is merely a name change to transfer all their activities. If someone is overburdened with work, no problem, generate a report to see who has time available to take on another project. If a new CEO comes in and wants to rewrite the existing plan, no problem, it’s all on screen in front of you and easy to evaluate and possibly edit without having to go through 10-50 different documents. You’ve had to merge two business units mid-year, no problem, realign their goals with the click of a button.

When it comes to strategic planning, think of PMH as the steam roller that flattens out the speed bumps and smooths the road ahead.  

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