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Strategic planning, as a structured and systematic process, is successful when it is leader-led and overcomes the five reasons 70% of all strategies fail. Learn how to see your plan through to success. The strategic planning process is where leaders of an organization establish the vision of the organization’s future and then develop and implement the actions necessary to achieve that future. This article expands on the strategic planning concepts addressed in Think Big, Take Small Steps and is designed to help you achieve success in your strategic planning process.

Aligning Your Strategic Plan to Your Key Stakeholders, Customers, and Partners.

This blog will round out our discussion around How to Conduct an Organizational Assessment. A good strategic plan should lay out a systematic plan to close the “gap” between where you are now and where you are going. This “gap” is identified by an organizational assessment’s results. A good and throughout assessment will help you define a very strong strategic plan. Last, but not least, you need to ensure your plan is firmly aligned to you audience.

Five years ago, I was brought in, at the last minute, to help a government organization develop a strategic plan. They had already created a strategic plan the year before. They spent several sessions in a conference room wordsmithing a mission and vision statement and they created goals for each of the division chiefs in the organization–they wanted to make sure each chief was doing something strategic. They put this plan into a beautiful and colorful glossy book and then presented it to their senior service commander.

He took one look at it and simply said, “Here’s some money, go get ‘these people’ to help you out.” ‘These people’ ended up being me. When they sat down with us, at first they said, “All we need to do is to get to some key process indicators and we’ll be fine.” Luckily, we were able to convince them that they needed to start over.

Their glossy strategic plan was 30 pages long. It was well written and said all the right things (on the surface). However, one thing really stood out to me to this day. In those 30 pages, they mentioned the word “customer” 5 times. Nowhere in the entire plan did they say who those customers were. The customer was important–at least five times important–but they had no idea who that customer really was.

The problem is that I see this everywhere. Organizations, because of business and management education, most leaders know that the customer is very important, but very few have ever sat down and identified who these customers are.

What’s worse is that they really don’t know their entire audience–their stakeholders, customers, and partners.

This is one of the first things I show to the leadership in the strategic planning session. Throughout the organizational assessment effort you need to be keen to discover who these audience members are and which ones are the most important. Then they need to be presented to the leadership at the start of the planning session because this is who–especially customers–you are really building a strategy for.

Stakeholders, Customers, and Partners.

The first thing I do for the leadership is define what I think a strategic planning audience is. I define what stakeholders, customers, and partners are and how they inter-relate. You might feel differently about this or have different names and that’s fine–just make sure everyone knows your definitions up front. Once defined, very little can be done to argue the point. If you don’t define them, no one will agree.

Stakeholders are people and groups that have an interested in what your organization does.

Customers are people and groups that drive the work of the organization. All customers are stakeholders, but clearly all stakeholders are not customers.

Partners are people and groups that you work with to deliver the work. Some partners might be stakeholders and customers of your organization and some might not.

These definitions are pretty simple for people to understand and a venn diagram really helps paint the picture.

For presentation I make a list of all the stakeholders, customers, and partners on a slide and I rank order them based on what I’ve learned in the assessment. The leaders, in turn, review, adjust, and re-rank them as required.

This all seems like a simple concept, but its immensely important to the true success of any strategic plan. If you have not built your plan in full alignment of your key audience, you’re probably going to have significant trouble implementing it and being successful. What’s worse, if you don’t build your strategy with your customer in mind, then I’m going to question why do you even have a strategy–it’s nothing but a self-licking ice cream cone.

So, 70% of all plans fail to some level; however, by following these guidelines you can help ensure your strategic plan will be one of the 30% successes that everyone reads about.

Conducting a Stakeholder Assessment When Developing a Strategic Plan is Crucial

I see a “strategy” being made up of three things: A mission, a vision, and goals on how to get from where you are now to where you are going. Those goals represent CHANGE in an organization–strategic change.

Anytime there is a change, there will be people who are for it and against it. The rest are the movable middle. Anytime you are planning a change, you need to analyze the audience that will be impacted by that change and continually manage that audience through the change.

Case in point: One of my clients had the words, “Meet customer’s expectations through product delivery,” in one of their goal statements. The strategy had been in place for several months, and the head of their operations was not supportive of the strategy–he wanted to create it himself versus as a leadership team. He also liked living in the realm of strategy because then he really wasn’t accountable for doing anything. Note that ‘accountable’ is a key word here. I was in a meeting with the head of the strategic planning department and the operations director and he said, quote, “I will not hold my people accountable for meeting customer expectations.”

Who, in the right mind as a leader, can say something as ludicrous as that? By this time, the strategy was really rolling out–plans were in place and changes were occurring. All this went on regardless of how much he tried to stop it. This was the cry of a desperate man. As a result of the shadow he cast, one of his directs was responsible for deploying part of the plan–specifically under this goal. We were attempting to establish actions and dates, when he broke down in a whiney voice almost on the edge of tears, and cried, “But, I don’t want to be held accountable to this.”

These situations are real. Strategy–good strategy–means change. If you are not prepared for this type of behavior from people that have influence and you require to make the strategy reality, then you will get stopped by this type of behavior.

I know in Good to Great, you are supposed to get people on the bus and off the bus to make things work, but in the real world, some organizations don’t have that luxury. Then you have to determine how to deal with them.

In a strategic change, there are four potential groups that you have to consider. Obviously, first are the stakeholders–those who have a vested interest in the change and impact of the change. Second are the customers–those who direct your organization to deliver goods and/or services. All customers are stakeholders, but not all stakeholders are customers. Two other potential groups are Partners and Suppliers. Partners and Suppliers are those you work with to deliver your goods and services to the Customer. Sometimes they can be everything, or sometimes, not. Understanding who they are and who of them are key–make a difference and can impact the change–is important. Note this Venn diagram and how these audiences interact.

Once you know who they are, list them out and try to determine what you know about then and what you don’t know about them. List out what stake they have in the change–what will be impacted and how they feel. On a scale of 1-5, rate their level of support of the change and on the same scale rate the level of influence that can have to impact it–1 being lowest. This tells you where you potentially could have your most difficult problems. As you can imagine, the Operations Director in my above example was low in support and high in influence–not a good combination. Those that are high in both can also become your greatest champions. Those who are low in both probably can be ignored–best to spend precious resources on the most important stuff.

With those that are important to this effort, plot them each on this continuum:

If they are low, or not even on the continuum, then, strategic activities designed to raise them on the continuum might help their acceptance and assistance. Sometimes they fully understand what is going on, but, getting them higher is impossible. In the case of the Operations Director, we basically forced him to retire and the next director that was hired supported the strategy. The bus activity; however, this took time. Obviously, if someone is simply aware of the strategy and doesn’t understand why it’s being done and what its impact is, then desiring advocacy and ownership is impossible. So, if you have someone at awareness, but you need them as an advocate, then you need to first get them to understanding, and then next to acceptance. Makes sense, right?

This is also helpful to determine if you already have someone at advocacy and that’s where you want them, then you don’t need to do anything. If someone has little influence on the strategy and change, then maybe awareness or understanding is fine. These decisions again allow you to focus your efforts in strategic areas.

Another way to map your audience is through this tool:

It’s a bit simpler in its approach, but can be effective. For a strategic plan, which takes years to implement, I like a much more detailed assessment and action plan than this, but you can choose. I also am Prosci certified in ADKAR, so I like to use that approach, but I am not free to share their proprietary process on this blog. You can read about it in books from Amazon and their certification is very effective. The approaches I’ve shared here are based on my Master’s-level Change Management certification from Georgetown University and are not proprietary.

So, you can see how important a Stakeholder Assessment is to develop during the Organizational Assessment. This, like any change effort, when done early, helps to prep the space and get people on board quickly or identify those you need to work around. This tool, is a lasting assessment that you may revisit regularly to see how things are progressing.

So, 70% of all plans fail to some level; however, by following these guidelines you can help ensure your strategic plan will be one of the 30% successes that everyone reads about.

2. http://www.amazon.com/Change-Management-The-People-Side/dp/193088561X/ref=tmm_pap_title_0?ie=UTF8&qid=1392477543&sr=8-2

3. http://en.wikipedia.org/wiki/Stakeholder_analysis

Posts tagged stakeholders

Putting Your Key Audience First

The Importance of a Stakeholder Assessment