Following to my previous post about How To Make a Strategic Planning, as I promised you; going forward, I will keep adding some additional knowledge, more detail action to be executed to make you more literate on how to make a strategic planning until you’re well understand it and ready to kick start your own strategic plan on your project. Identifying Strategic issue is one of top action on how to develope a strategic planning. On This post I will share with you about four cautions that you should know to identify a strategic issue. Here they are:
Is It a Strategic Issue Or Not ?
Because of the only those things your organization can do something about are strategic issues for your organization; differentiate between your organization’s issues and those of surrounding. If you identify the regulatory environment as a potential strategic issue but there’s little your organization can do to affect it, it’s not a strategic issue for you. Many times strengths, weaknesses, opportunities and threats are complementary aspects of the same issue. If you recognize the organization’s-lack-of-production/sales--capacity as a “weakness”, and customers/clients’ demand for marketing as an opportunity, a strategic issue for your organization might be how to take advantage of the demand for increased production or sales.
On a Large Number of Strategic Issues
If your process identifies a large number of strategic issues, try to combine some of them. For instant, you may note that staff preparation for providing product/services is poor, staff ability to progress to production manager is stalled and staff is unresponsive to changes in the business environment; you don’t have three strategic issues, but one—staff development. There is no set maximum, but you will put energy and money into addressing these, so the fewer there are the easier progress will be. Try to narrow the focus to 2 - 4 crucial issues. One way to do this is by having the planning group rank alternatives.
Now or Later?
Do not link strategic issues to a course of action too soon. As you move toward solutions, you lose the wider perspective and may miss opportunities. Try to raise strategic issues as questions—for example, “How do we attract and retain quality staff?” as opposed to, “We need to attract and retain quality staff.” By expressing the issues as questions you invite more ideas and input from the planners.
Your Commitment is required !
You will need to make a commitment to pursue these areas for a significant period of time. You can’t change strategic issues each year in the same way you might get new software. To give your organization time to fully develop the initiatives and strategies needed, plan to address two to four strategic issues over a several-year period.
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