No strategic plan plays out exactly to script. As a strategic planning facilitator, I observed that more frequent progress reviews increased accountability and keep the plan flexible. We overcame this barrier by:
| Frequently review progress and how the market is changing |
| Keep the strategic plan at a high level, with flexibility for implementation of the details and some reserve funds |
| Increase you contact with vendors and customers as the plan rolls out |
| Track the details of cross-functional work, not within departments. Let the department heads manage their teams |
| Make sure you have the right people involved -those with something in it for them |
| Part of the plan includes several 'what if' contingencies |
| Set the review cycle to give time for actions to take effect but not too long miss a market opportunity |
| Give the key players the 'right' to reconvene the team if they see something that must be addressed |
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The bar length indicates the most likely method for success. |
