Hindsight.Insight.Foresight.

Strategic Foresight

Seize opportunities and address challenges instead of just hanging on

Typical annual planning only focuses on plus or minus 2 to 10 percent of current programs. Unfortunately, that won't likely address future big opportunities and aspirations, and will miss uncertainties and big threats like those in the graphic below.

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Strategic Planning is Like a Road Trip

 

What is Strategic Foresight?

A fresh approach to strategic planning.

1. Strategic Thinking: Analyze the current environment for trends, issues, and insights.

  • Interview internal stakeholders - board and staff
  • Interview external stakeholders and community leaders
  • Assess allies and competitors - key local organizations and best practice organizations around the country to help benchmark programs and to differentiate
  • Draft a SWOT analysis of strengths, weaknesses, opportunities, and threats
  • Develop a financial analysis from a donor perspective as a charity evaluator would
  • Map alternative future scenarios considering threats, innovative solutions, opportunities, and aspirations

2. Strategic Planning: Set direction, vision, mission, goals, objectives, and measures

3. Strategic Doing: Implement the plan to transform the future.

 

Strategic Planning Results

  • Develop vision, mission, values
  • Create measurable goals and objectives in each balanced scorecard perspective: client, financial, operations, and people
  • Facilitate development of Key Performance Indicators (KPIs) to measure future progress; develop a Performance Dashboard
  • Support board approval of Strategic Plan and KPI measures

The Big Picture...

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Facilitate Drafting of Year 1 Implementation Plans

  • Support staff in identifying key initial focus areas and create on a 1st year business plan
  • Draft logic models for key programs
  • Design communication launch to introduce the strategic plan to staff, donors, and key partners
  • Recognize stakeholders for their participation
  • Identify quarterly milestones and develop quarterly dashboard scorecards

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Strategic Doing

  • Organization engages board and staff in their roles to implement the strategic plan
  • Stay the course, measure results, develop annual plans as the next leg in implementing the strategic plan, and make necessary course corrections along the way
  • The bottom line: Now you can "lead from the future," (Kedge LLC) using the implementation of your strategic plan to help better achieve your vision and mission.

Road Trip Key Principles

1. Trip need: Recognize the need to address future uncertainties, threats, big opportunities, and aspirations for the next 3 to 5 years

2. Thoughtfully plan the trip: critical to success is putting Strategic Thinking ahead of Strategic Planning

3. Consider alternative routes: Develop multiple scenarios for future direction

4. Decide who to include: Be inclusive of board and senior staff

5. Enjoy the ride: Externally assisted research and a facilitated process can improve the trip

6. Measure and monitor progress: Develop measurable, balanced scorecard goals and objectives. Create and regularly review the dashboard

7. Communicate your trip: Share your new strategic plan with staff, donors, volunteers, and other stakeholders

8. Take the trip! Implementation is critical to achieve goals and impact, starting with your first year business plan.