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Think and Prepare for the Future with Strategic Planning

Written by: Marshall W. Northcott

Article Overview: Great leaders understand that the thought and planning process is critical to long term sustainability, future business growth and achievement of goals. In the big picture, this is more important than day to day operations and activities read on to learn more...

Think and Prepare for the Future with Strategic Planning

Many people who start businesses are doers. In his book "The E-Myth" (E for Entrepreneur), Michael Gerber referred to these individuals as technicians. They are great at taking action and initiating on a daily, task to task basis. They have a picture in their mind of where they would like their business to eventually go but they are not comfortable with or accustomed to taking that vision, putting it down on paper and then laying out a step-by-step action plan that clearly defines the overall objective and the incremental destinations along the way. These people just plod along each day, not to say that they don't work hard because most of them do, however they aren't wired for planning. In my professional selling career I have worked with many such individuals. They live from one sale to the next sale, not focusing on or even thinking about the long-term or the big picture. If they wish to hit a quota, generate revenue or make something happen they simply go out, find a customer, sell something to create a result. Then there are those who are gifted at planning and detailing. They can see the forest for the trees and all the possible dangers and pitfalls along the way.

The ability to look at and understand your present situation is an absolute must. However, when your brain and your thinking are stuck in the limitations of today it's impossible to imagine a bigger brighter tomorrow. Pulling yourself outside of the circumstance to gain a bigger vision of what can be, is essential. Strategic planning is something that anyone can learn if they are determined to do so. It requires a shift in mind set and development of long-range thinking beyond this week, month or year. Looking into the future to see the possibilities of where your department, division or company has the potential to be is the foundation necessary for strategic planning.

If you were an explorer planning to go on a backwoods excursion, you would want to think about the journey you were going on and understand all the possible situations that you may find yourself in to ensure that you were prepared to the best of your abilities. What is the time frame of the journey? What is the intended destination? What are some of interesting, adventurous and enjoyable events that you anticipate encountering along the way? What possible trials, tribulations and perils might you expect to experience? Where will you stop along the way? What harsh weather conditions are you likely to endure? What equipment will you need for a successful trip?

If you don't go through the thought process of planning ahead that doesn't necessarily mean that you won't have a positive experience. Likewise if you plan ahead, it doesn't guarantee a successful outcome. However, if you are planning this excursion and you intend to have others join you then your written plans will give them confidence in you as a leader and the motivation to join you. If you are seeking funding then it will make it much easier for potential investors to catch the vision of where you are headed and sell them on your ideas.

What is the time frame that you are going to consider in your planning efforts? Based on that time frame, determine where your desired destination or outcome is then map out a course of action and steps on the road to achievement. Once this is done further break down the steps, identify resources required, including finances, tools and people. Consider market trends and anticipated challenges and obstacles. Consider potential problems that may arise along the way and also any opportunities that might present themselves. Zero in on where your regional or geographic focus lies. Document a clear vision of what your target market and or product segments are. What are the competitive threats that you might expect to encounter. Besides actual competition that is battling for the same or similar revenue opportunities, what other competitive concerns should you be aware of? Who will your suppliers be and what other manufacturers support can you rely on? Other than what you are able to provide based on your own skills, where will the necessary knowledge base for product, technical, customer service and sales training come from? What systems will you need in place to secure and service your customers? You should complete a S.W.O.T. (Strengths, Weaknesses, Opportunities and Threats) Analysis as part of this process.

"If a man knows not what harbor he seeks, any wind is the right wind." - Seneca

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Article Tags: bac, big picture, brain, brighter tomorrow, circumstance, doers, e myth, entrepreneur, forest for the trees, nbsp, next sale, objective, pitfalls, possibilities, professional selling, quota, step action plan, strategic planning, task basis



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