The flow of strategic planning

The flow of strategic planning

The world is living a global change in many sectors: business, public, sports, tourism and leisure. The society and organizations are changing; also the strategic plans are improving. 

Strategic planning is a key tool for any sports organization and any other field. It lets us to know what the starting point is, where we want to go, and how to get there. But are traditional strategic plans still useful?

This article from Forbes magazine states that the strategic plans are dead. The current speed of changes in the way we communicate, work and think makes the long term stop being logical from the perspective of planning. It is true, the future is changing, uncertain, cannot be predicted. But then what do we do, improvise?

The concretion of the strategy for any organization then, has to adapt to the reality and for this the strategic plans must let flow. They must be alive and flexible, adapted to each organization and with a much shorter temporal concretion. They must be unique taking into account the following aspects:

 

  • Variable approach: the focus of the plan will be oriented to different parts of the organization; results, internal team, infrastructure, management model or innovation.
  • Creative data analysis: the data analysis has to be creative, innovative, and open to new ideas and interpretations taking into account opinions, new insights and future trends. 
  • Open approach: in the elaboration of the strategy, may appear new challenges may and points of view, necessities that may reorient the initial path. Being open and accepting change is the key to maximum adaptation.
  • Short-term orientation: it is important to define where we want to go, but establishing short-term objectives and actions (quick wins) will allow us to see results more quickly, making the correct adjustment and moving in the right direction. 
  • Effective participation: the promotion of a participatory strategy has to be carried out from a perspective of adding value and utility and involving key stakeholders in the creation of the strategy. 
  • Overcome challenges: consider taking smart risks in combination with other elements of balance are the key of motivation. 
  • Focus: the essence of the strategy is discarding paths and opportunities that are not priorities at this time. 
  • Strategic applied: strategy is transformed into specific actions that allow leaders to visualize the resources and the implementation of the plan leaving a space for flexibility and adaptation.
  • Keep simple: a simple strategy, without complications, explained easily and where you can visualize the results.

If these elements are taken into account in the preparation of a strategic plan, this will have the flow to be effective, with rapid results and a constant adaptation to reality, being a solid and alive strategy.