[et_pb_section bb_built=”1″ _builder_version=”3.0.105″ next_background_color=”#000000″][et_pb_row make_fullwidth=”on” use_custom_gutter=”on” make_equal=”on” parallax_method_1=”off” parallax_method_2=”off” module_class_1=”ds-vertical-align” module_class_2=”ds-vertical-align” _builder_version=”3.2.1″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” gutter_width=”4″][et_pb_column type=”1_2″][et_pb_image admin_label=”Photo of K2 mountain” src=”https:\/\/wcorgs.com\/wp-content\/uploads\/2017\/04\/2018-2-26-SP-K2-Pix-Width-700-Res-300-Q-50-Br-5-tinyPNG-53-KB.jpg” alt=”Strategy K2 mtn” title_text=”Strategy page photo” show_in_lightbox=”on” align=”center” _builder_version=”3.0.106″ border_color_all=”#ffffff” max_width_last_edited=”on|desktop” module_alignment=”center” animation_style=”slide” animation_direction=”left” animation_duration=”500ms” animation_intensity_slide=”10%” use_border_color=”off” url_new_window=”off” use_overlay=”off” always_center_on_mobile=”on” force_fullwidth=”off” show_bottom_space=”on” max_width=”99%”]<\/p>\n

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[\/et_pb_image][\/et_pb_column][et_pb_column type=”1_2″][et_pb_text admin_label=”Text\u2014Summary of SP” _builder_version=”3.2.1″ text_font_size=”22px” text_text_color=”#666666″ text_line_height=”1.4em” header_font=”|800|||||||” header_text_align=”center” header_font_size_last_edited=”on|desktop” header_text_color=”#00416d” header_line_height=”1.7em” header_2_font=”|300|||||||” header_2_text_align=”center” header_2_font_size=”24px” background_size=”initial” background_position=”top_left” background_repeat=”repeat” module_alignment=”left” use_border_color=”off” max_width=”99%”]<\/p>\n

Strategic planning<\/strong><\/h1>\n

Your strategy should strengthen what\u00a0supports<\/span><\/strong>, produces<\/strong><\/span>, and<\/span> drives<\/strong><\/span>\u00a0your success. Our planning model is the only one that does this.\u00a0Our free <\/span>Strategic Planning Guide, <\/em>Guiding Statements Guide, <\/em><\/span><\/strong>and<\/span>\u00a0Strategic Planning Workbook<\/em><\/span><\/strong>\u00a0how to design more effective strategies to deliver on and support your mission.<\/p>\n

[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section bb_built=”1″ _builder_version=”3.0.105″ prev_background_color=”#000000″][et_pb_row make_fullwidth=”on” padding_mobile=”off” column_padding_mobile=”on” _builder_version=”3.0.106″ background_size=”initial” background_position=”top_left” background_repeat=”repeat”][et_pb_column type=”4_4″][et_pb_text admin_label=”Text\u201490% of SP plans fail” _builder_version=”3.0.105″ text_line_height=”1.4em” header_font=”|on|||” header_text_color=”#00416d” header_2_font=”|700|||||||” header_2_font_size=”30px” header_2_text_color=”#00416d” header_3_font=”|700|||||||” header_3_text_color=”#00416d” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” max_width=”1350px” module_alignment=”center” use_border_color=”off” background_layout=”light” header_line_height=”1.7em” header_2_line_height=”1.3em”]<\/p>\n

Do you know the dirty little secret about strategic planning?<\/h2>\n

Management experts estimate upwards of 90% of strategic plans are never finished,<\/strong><\/span>
\n or if they are, fail to improve performance.<\/strong><\/span>
\nFrankly, we\u2019re not surprised.
\nIf you\u2019ve done strategic planning, you\u2019re probably not either.
\nIn nearly three decades of helping different types of organizations plan,
\nwe\u2019ve never found a planning model that works.
\nSomewhere along the line, we abandoned them all.<\/p>\n

Why?<\/h2>\n

Because they dawdle on subjects and exercises of little value to most organizations.
\nFavorites include the SWOT analysis (strengths, weaknesses, opportunities, and threats),
\nenvironmental scanning, and trend analysis.
\nAnd most planning processes substitute opinion polling
\n(brainstorming and ranking) for strategic research.<\/p>\n

Instead of investigating critical issues before planning meetings,
\nbrain-fried list makers masquerading as planners plaster their meeting room walls
\nwith reams of flipchart paper covered in thickets of colored stickie dots.
\nPity the poor note takers for they shall inherit the thankless job of trying to make sense of these jumbles.
\nAnd that\u2019s just for starters when it comes to problems with the current state of strategic planning.<\/p>\n

[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row use_custom_gutter=”on” gutter_width=”2″ padding_mobile=”off” make_equal=”on” column_padding_mobile=”on” module_class_1=”ds-vertical-align” module_class_2=”ds-vertical-align” _builder_version=”3.0.106″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” module_alignment=”center” make_fullwidth=”on”][et_pb_column type=”2_3″][et_pb_image admin_label=”Figure\u20146-step planning process” src=”https:\/\/wcorgs.com\/wp-content\/uploads\/2018\/03\/2018-3-3-SP-process-Width-928-Res-110-tinyPNG-77-KB.png” alt=”Strategic planning model” title_text=”Strategic planning model” show_in_lightbox=”on” align=”center” _builder_version=”3.0.106″ border_color_all=”#ffffff” max_width=”99%” animation_style=”slide” animation_direction=”left” animation_duration=”500ms” animation_intensity_slide=”10%” use_border_color=”off” url_new_window=”off” use_overlay=”off” always_center_on_mobile=”on” force_fullwidth=”off” module_alignment=”center” show_bottom_space=”on”]<\/p>\n

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[\/et_pb_image][\/et_pb_column][et_pb_column type=”1_3″][et_pb_text admin_label=”Text-Our SP model” _builder_version=”3.0.106″ text_line_height=”1.4em” header_font=”|on|||” header_2_font=”|700|||||||” header_2_font_size=”30px” header_2_text_color=”#00416d” header_2_line_height=”1.3em” header_3_font=”|700|||||||” header_3_font_size=”24px” header_3_text_color=”#00416d” header_4_font=”|700|||||||” header_4_font_size=”20px” header_4_text_color=”#00416d” background_size=”initial” background_position=”top_left” background_repeat=”repeat” use_border_color=”off” background_layout=”light” max_width=”99%” module_alignment=”left” header_line_height=”1.7em”]<\/p>\n

Our strategic planning model<\/h2>\n

The only reason to do strategic planning is to make your organization more successful. If your planning process isn\u2019t designed to do that, you\u2019re wasting your time\u2014probably a lot<\/em> of time!<\/p>\n

Your planning process needs\u00a0to address the challenges you face in making a difference in the world\u2014whether it\u2019s in your community, your region, or the world. If it’s designed for profit-making enterprises, it won\u2019t be much help. And\u00a0most \u201cvalues-driven\u201d planning models were derived from profit-driven planning models.<\/strong><\/span>\u00a0So they won\u2019t be much help either. That\u2019s why we designed our new approach to strategic planning model from scratch.<\/p>\n

It has one goal: to help you identify and strengthen what supports, produces, and drives your success. You define what success means to your organization, which should be, but rarely is, an essential step in planning models.<\/p>\n

[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row use_custom_width=”on” width_unit=”off” padding_mobile=”off” _builder_version=”3.0.106″ background_size=”initial” background_position=”top_left” background_repeat=”repeat”][et_pb_column type=”1_2″][et_pb_text admin_label=”Text\u2014Planning process org. around 6 questions” _builder_version=”3.0.105″ text_line_height=”1.4em” header_font=”|on|||” background_size=”initial” background_position=”top_left” background_repeat=”repeat” use_border_color=”off” background_layout=”light” header_line_height=”1.7em”]<\/p>\n

Unlike most planning models, each step is linked to the preceding and following one. Other planning models take a \u201cscattergun\u201d approach. They can leave you scratching your head about how all your \u201cplanning exercises\u201d and reams of flip chart paper peppered with colored dots are supposed to fit together into a plan. We organized our planning process around six questions shown above.<\/strong><\/span><\/p>\n

[\/et_pb_text][\/et_pb_column][et_pb_column type=”1_2″][et_pb_text admin_label=”Text\u2014Planning process incorporates SM” _builder_version=”3.0.106″ text_line_height=”1.4em” header_font=”|on|||” background_size=”initial” background_position=”top_left” background_repeat=”repeat” use_border_color=”off” background_layout=”light” header_line_height=”1.7em”]<\/p>\n

We believe that to succeed at planning; you need to\u00a0identify and understand the individuals and organizations you serve\u2014and determine your success.<\/strong> <\/span>Though the field of strategic marketing<\/strong>, which includes branding<\/span>, is designed for this sole purpose, we know of no other planning model that employs its ideas and tools in strategic planning as ours does. This unique feature of our planning model will\u00a0give\u00a0your organization the knowledge and tools it needs to exceed the expectations of those on whom its success depends.<\/p>\n

[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row make_fullwidth=”on” use_custom_gutter=”on” parallax_method_1=”off” parallax_method_2=”off” _builder_version=”3.0.106″ background_size=”initial” background_position=”top_left” background_repeat=”repeat”][et_pb_column type=”4_4″][et_pb_image admin_label=”Figure\u20146 conditions that support success” src=”https:\/\/wcorgs.com\/wp-content\/uploads\/2018\/03\/2018-3-5-6-Cond-supp-succ-Width-899-Res-120-tinyPNG-35-KB.png” alt=”Key factors that support success” title_text=”Key factors that support success” show_in_lightbox=”on” align=”center” _builder_version=”3.0.106″ border_color_all=”#ffffff” max_width=”900px” animation_style=”slide” animation_direction=”left” animation_duration=”500ms” animation_intensity_slide=”10%” use_border_color=”off” url_new_window=”off” use_overlay=”off” always_center_on_mobile=”on” force_fullwidth=”off” show_bottom_space=”on” module_alignment=”center”]<\/p>\n

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[\/et_pb_image][\/et_pb_column][\/et_pb_row][et_pb_row make_fullwidth=”on” use_custom_gutter=”on” parallax_method_1=”off” parallax_method_2=”off” _builder_version=”3.0.105″ background_size=”initial” background_position=”top_left” background_repeat=”repeat”][et_pb_column type=”4_4″][et_pb_text admin_label=”Text\u2014Conditions that support success” _builder_version=”3.0.105″ text_line_height=”1.4em” header_3_font=”|700|||||||” header_3_font_size=”24px” header_3_text_color=”#00416d” header_3_line_height=”1.2em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” use_border_color=”off” background_layout=”light” header_line_height=”1.7em”]<\/p>\n

Conditions that support<\/span>\u00a0success<\/h3>\n

The figure above shows the six conditions that support\u00a0success<\/strong><\/span> in many world-changing organizations. Your organization might have different ones. If you use our planning process, your planning team will split\u00a0into two or three small groups\u2014as it will do several times while planning\u2014to assess how well several conditions support success. These subteams report their findings and recommendations to the whole planning team, which decides if the strategic plan needs to address any of them.\u00a0To strengthen the relationships between those who guide and work in the organization, each subteam should include a mix of organizational leaders, board members, and staff.<\/p>\n

[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row make_fullwidth=”on” use_custom_gutter=”on” column_padding_mobile=”on” _builder_version=”3.0.106″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” module_class_1=”ds-vertical-align” module_class_2=”ds-vertical-align” make_equal=”on”][et_pb_column type=”1_3″][et_pb_text admin_label=”Text\u2014Strategies that produce success” _builder_version=”3.0.105″ text_line_height=”1.4em” header_font=”|on|||” header_2_font=”|700|||||||” header_2_font_size=”30px” header_3_font=”|700|||||||” header_3_font_size=”24px” header_3_text_color=”#00416d” header_3_line_height=”1.2em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” use_border_color=”off” background_layout=”light” header_line_height=”1.7em”]<\/p>\n

Strategies that\u00a0produce<\/span>\u00a0success<\/h3>\n

Strategies are the broad ways that a world-changing organization delivers on, funds, and builds support for its mission.\u00a0<\/strong><\/span>The more ingenious your strategies, the more successful your organization will be. But most planning models don\u2019t concern themselves with strategies or success.<\/p>\n

The figure on the right shows the core functions<\/strong>\u00a0that many world-changing organizations need to carry out to succeed and how\u00a0strategies<\/strong><\/span>\u00a0perform them.<\/p>\n

But many organizations have been carrying out their core functions in the same way for so long\u2014sometimes before the dawn of the digital age\u2014that they don’t think of them as strategies but rather “just what we do.” By failing to direct planners to identify the strategic options to perform each function, traditional planning models can reinforce their feeling of being\u00a0out of options<\/em> to make their organization more successful.<\/p>\n

But our model is different. It asks planners to identify the\u00a0strategic options<\/span><\/strong>\u00a0to perform each function before they decide which are best. We also encourage the planning team to split into subteams and assign each a core function to evaluate.<\/p>\n

[\/et_pb_text][\/et_pb_column][et_pb_column type=”2_3″][et_pb_image admin_label=”Figure\u2014Core functions & strategies that produce success” src=”https:\/\/wcorgs.com\/wp-content\/uploads\/2018\/03\/2018-3-5-Core-functs-Width-1000-Res-126-tinyPNG-58-KB.png” alt=”Core functions producing success” title_text=”Core functions producing success” show_in_lightbox=”on” _builder_version=”3.0.106″ border_color_all=”#ffffff” max_width=”1000px” animation_style=”slide” animation_direction=”left” animation_duration=”500ms” animation_intensity_slide=”10%” use_border_color=”off” url_new_window=”off” use_overlay=”off” align=”center” always_center_on_mobile=”on” force_fullwidth=”off” module_alignment=”center” show_bottom_space=”on”]<\/p>\n

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[\/et_pb_image][\/et_pb_column][\/et_pb_row][et_pb_row make_fullwidth=”on” use_custom_gutter=”on” padding_mobile=”off” column_padding_mobile=”on” _builder_version=”3.0.106″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” module_class_1=”ds-vertical-align” module_class_2=”ds-vertical-align” module_alignment=”center” make_equal=”on”][et_pb_column type=”2_3″][et_pb_image admin_label=”Figure\u20144 KDSs” src=”https:\/\/wcorgs.com\/wp-content\/uploads\/2018\/03\/2018-3-5-4-KDSs-Width-1002-Res-136-tinyPNG-37-KB.png” alt=”Key drivers of success” title_text=”Key drivers of success” show_in_lightbox=”on” align=”center” _builder_version=”3.0.106″ border_color_all=”#ffffff” max_width=”1000px” animation_style=”slide” animation_direction=”left” animation_duration=”500ms” animation_intensity_slide=”10%” use_border_color=”off” url_new_window=”off” use_overlay=”off” always_center_on_mobile=”on” force_fullwidth=”off” show_bottom_space=”on” module_alignment=”center”]<\/p>\n

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[\/et_pb_image][\/et_pb_column][et_pb_column type=”1_3″][et_pb_text admin_label=”Text\u2014Results that drive success” _builder_version=”3.0.105″ text_line_height=”1.4em” header_3_font=”|700|||||||” header_3_font_size=”24px” header_3_text_color=”#00416d” background_size=”initial” background_position=”top_left” background_repeat=”repeat” use_border_color=”off” background_layout=”light” header_line_height=”1.7em” header_3_line_height=”1.2em”]<\/p>\n

Results that drive<\/span>\u00a0success<\/h3>\n

The figure on the left shows the key drivers of\u00a0success<\/strong><\/span>\u00a0of the four core functions of many world-changing organizations. Your organization might have different ones. Usually, the whole planning team identifies and evaluates their organization’s key drivers of success. Since the success of most core functions and the strategies that carry them out depend on meeting or exceeding the expectations of those they are intended to serve, most key drivers of success reflect their success at doing so. The key driver of success\u00a0for the research and development (R&D) core function and its strategies are the exception.<\/p>\n

[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row make_fullwidth=”on” use_custom_gutter=”on” parallax_method_1=”off” parallax_method_2=”off” _builder_version=”3.0.106″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” module_class_1=”ds-vertical-align” module_class_2=”ds-vertical-align” module_alignment=”center” make_equal=”on”][et_pb_column type=”1_3″][et_pb_text admin_label=”Text\u2014Success map” _builder_version=”3.0.105″ text_line_height=”1.4em” header_2_font=”|700|||||||” header_2_font_size=”30px” header_2_text_color=”#00416d” header_2_line_height=”1.3em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” use_border_color=”off” background_layout=”light” header_line_height=”1.7em”]<\/p>\n

Introducing\u00a0a new way to visualize
\nyour organization and its strategies<\/h2>\n

If you can’t draw a picture of what your organization does and what its success depends on, you’ll probably have a tough time planning.\u00a0Most people probably visualize their organization as an \u201corg\u201d chart (organizational chart) that groups units into departments and divisions. But an org chart has almost no strategic value.<\/p>\n

Our success map<\/span><\/strong>\u00a0shows how your organization’s success arises from the conditions<\/span> that support success,\u00a0the strategies<\/span> that produce it, and the results<\/span> that drive it. It makes strategic planning much easier to\u00a0understand, especially how different facets of strategic planning fit together. And it enables you to visually spot weaknesses in your strategies and figure out how to fix them. Our “hands-on” approach to success mapping makes planning come alive\u2014even exciting!<\/p>\n

[\/et_pb_text][\/et_pb_column][et_pb_column type=”2_3″][et_pb_image admin_label=”Figure\u2014Success map” src=”https:\/\/wcorgs.com\/wp-content\/uploads\/2018\/03\/2018-3-5-Succ-map-Width-905-Res-110-tinyPNG-96-KB.png” alt=”Strategy framework figure” title_text=”Strategy framework figure” show_in_lightbox=”on” align=”center” _builder_version=”3.0.106″ border_color_all=”#ffffff” max_width=”900px” animation_style=”slide” animation_direction=”left” animation_duration=”500ms” animation_intensity_slide=”10%” use_border_color=”off” url_new_window=”off” use_overlay=”off” always_center_on_mobile=”on” force_fullwidth=”off” show_bottom_space=”on” module_alignment=”center”]<\/p>\n

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[\/et_pb_image][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>\n","protected":false},"excerpt":{"rendered":"

  Strategic planning Your strategy should strengthen what\u00a0supports, produces, and drives\u00a0your success. Our planning model is the only one that does this.\u00a0Our free Strategic Planning Guide, Guiding Statements Guide, and\u00a0Strategic Planning Workbook\u00a0how to design more effective strategies to deliver on and support your mission. Do you know the dirty little secret about strategic planning? Management […]<\/p>\n","protected":false},"author":1,"featured_media":0,"parent":0,"menu_order":2,"comment_status":"closed","ping_status":"closed","template":"","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"","_et_gb_content_width":"","_exactmetrics_skip_tracking":false,"_exactmetrics_sitenote_active":false,"_exactmetrics_sitenote_note":"","_exactmetrics_sitenote_category":0,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"class_list":["post-987","page","type-page","status-publish","hentry"],"yoast_head":"\n