Strategic planning is a management tool that enables the members of an organization to work toward the same ultimate goals, while consistently adjusting response to ever-changing circumstances. The HW&W strategic planning team views this aspect of organizational activity among the most critical. However, this is true only if client management views such planning as vital to long-term success. To be vital, it must be entered into and relied upon, not only to envision and prepare for strategic advantage, but also to provide the forward-looking aspect of operational plans that ensures required action is taken to execute the strategies selected.

In the final analysis, if strategic planning is approached only as a block to be checked off to meet a higher management requirement, we feel the effort could be better spent in other ways. Such an attempt leaves the organization under the false impression that the anticipated effects of the future have been addressed when only a token move has been made with the ultimate results potentially even disastrous.

HW&W's Approach
There is a series of steps in the strategic planning process that guides success. We often begin with a situation analysis—including an assessment of the strengths, weaknesses, opportunities and threats (SWOT analysis). Frank interviews with current staff, individually or in groups, often yield the best description of the current situation.

Other steps in the process include ensuring that:

The need for a strategic plan will be acknowledged by all levels in the organization.
A management process will be considered to assure success
All the elements of strategic planning will be addressed and satisfied.
Organizational responsibilities will be assigned and accepted.
Plans will be developed for the strategic planning process.
Ultimately, the Strategic Plan will indeed be adopted and implemented, including effecting operational plans that address the strategic issues identified for the concurrent time period.

Our best practices experience has shown that there are many resources available to the strategic planner in both the private and public sectors. A valuable source of guidance lies in identifying the best practices of comparable operations in other organizations, frequently well known to, and even involved with, the client organization itself. Of particular interest has been the Federal Benchmarking Consortium Study which involved private industry, State and local government and federal agencies working together to address the needs of their customers in a future oriented approach relying on the best practices available in strategic planning. Such best practices are incorporated in the Study findings, which illustrate that those best-in-class performers:

Seek advice from, and listen to their customers.
Recognize that planning drives the budget.
Have senior leaders take ownership of their strategic planning process.
Adopt visions, values, and credos that drive and direct their operations.
Recognize that effective internal communication is a key to successful strategic planning.
Accept that planning is a continuous process.

A reference, Guidelines to Strategic Planning (a U.S. Department of Energy publication) cited in this Study provides us with a basic tool for conducting the process itself, or the evaluation of effort that is already underway.

HW&W's Role
We can provide leading edge strategic planning using our experts in the field to help stimulate your thinking, build a strong consensus and develop a true commitment. Our technique has varied with each client—from those entering the process without much experience to others having sophisticated approaches upon which they have embarked. Outside help, in either case, has provided emphasis and expertise beyond that of the involved organization. We tailor our support to the circumstances, generally identifying the areas yet unaddressed and suggesting sequencing steps to provide the most effective use of resources to create/complete the organization’s Strategic Plan.