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The Corporate Crystal Ball

Guest post by: Betty Penny

Article Overview: From local governments and charities to multinationals, a well-planned and implemented strategic planning program has helped these organizations plot their preferred future, rather than simply scrambling to react to change – good or bad – as it happens.To be effective, strategic planning must have structure. Thus, there is a pre-process. The course it travels will, naturally, vary according to resources, need, and whether or not this tactic has been tried in the past. But whatever the circumstances, there are a few basics to consider.

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The Corporate Crystal Ball

Of the many lessons corporate Canada and independent businesspersons have learned this decade, perhaps the most important, is that change happens. The next most important lesson may very well be that the keep to managing change is to ride it rather than resist it, understand it and make it work for you. But how is this done when change happens, seemingly, over night and without warning? Is it possible to successfully prepare for change even when it happens in the world around the corporation, without recourse to a psychic or a crystal ball?

Set aside the psychics and the crystal balls – strategic planning is a solid too to assist in anticipating and managing change and is a solution that is finding favour throughout the business world. It works for a variety of corporations and institutions with an equally diverse range of bottom lines. From local governments and charities to multinationals, a well-planned and implemented strategic planning program has helped these organizations plot their preferred future, rather than simply scrambling to react to change – good or bad – as it happens.

The benefits of proactive versus reactive approaches are obvious, but let us that this notion a little further. Strategic planning provides an opportunity to address critical issues such as that bottom line, and to clarify and redefine your company’s role, product, and client base. Goal setting is a natural by-product of this process, and a perfect opportunity for employees to provide their input and cement their commitment.

Where to begin…….

To be effective, strategic planning must have structure. Thus, there is a pre-process. The course it travels will, naturally, vary according to resources, need, and whether or not this tactic has been tried in the past. But whatever the circumstances, there are a few basics to consider.

Let’s begin with address why: why does your organization need strategic planning? Are there factors at work in the greater community that will affect the corporation’s economic viability? Look at the local plant closures and radical changes in the economic base for some guidance here. Equally important are the question “what” and “where”. What is needed to keep the corporation viable and where do we want to be in two, three or five years?

Hiring a facilitator is essential to help set this agenda and keep everyone to it. Not surprisingly, many freelance facilitators have emerged in the past few years. As I noted, a professional will keep the group on track and on task, but more important the participants will have confidence in the process, and rest easy with the facilitator’s impartiality.

A contract may be struck with the facilitator in advance as to who will do what, when, and how in order to achieve the team’s short term planning goals. A professional will also provide some guidance as to who exactly should be invited to the table. All those affected by the outcome should be included. Their roles must be defined as well as the time commitment demanded of them.

An optimal team size is nine to twelve people. Several time slots are possible including a series of two or three two-day sessions, or a combination of half-day and full-day sessions over a short period of time. In either case, time is needed between meetings to give your strategic planning team a chance to reflect, gather facts, and get input from others.

Now it’s crystal ball time. The opportunity to project into the future is upon each and every member of the team. What does the future hold?

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Home > Women-Entrepreneurs > Betty Penny > The Corporate Crystal Ball >
Article Tags: circumstances, crystal ball, resources need, strategic planning, tactic

About the Author: Betty Penny
RSS for Betty's articles - Visit Betty's website

Betty Penny BA, MBA, has over 20 years of for profit and not for profit financial and business management experience in virtual management through technology. Her organization Penny & Associates Inc. provides outsourced accounting and virtual CFO services for numerous not for profits organizations through-out Canada & US. Betty has chaired the Durham Region Economic Development Advisory Committee, she was appointed as Director/Treasurer for Ontario Family Health Networks, is one of the founding members of Women in International Trade Ontario - Toronto Chapter and the founder of The Durham Home and Small Business Association. She also sit sits on a regional tourism committee. Betty belongs to the PWC Alumni and is also an entrepreneur who owns a dinner cruise boat business. She has received numerous business awards and has authored many financial management articles that have been published in small business magazines nationally. Her entrepreneurial approach with personal coaching with lecture/seminars to executives has helped many for profit and not for profit organizations achieve their objectives.

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