• Business strategy |
  • What is strategic planning? 5 steps and ...

What is strategic planning? 5 steps and processes

Julia Martins contributor headshot

A strategic plan helps you define and share the direction your company will take in the next three to five years. It includes your company’s vision and mission statements, goals, and the actions you’ll take to achieve those goals. In this article we describe how a strategic plan compares to other project and business tools, plus four steps to create a successful strategic plan for your company.

Strategic planning is when business leaders map out their vision for the organization’s growth and how they’re going to get there. Strategic plans inform your organization’s decisions, growth, and goals. So if you work for a small company or startup, you could likely benefit from creating a strategic plan. When you have a clear sense of where your organization is going, you’re able to ensure your teams are working on projects that make the most impact. 

The strategic planning process doesn’t just help you identify where you need to go—during the process, you’ll also create a document you can share with employees and stakeholders so they stay informed. In this article, we’ll walk you through how to get started developing a strategic plan.

What is a strategic plan?

A strategic plan is a tool to define your organization’s goals and what actions you will take to achieve them. Typically, a strategic plan will include your company’s vision and mission statements, your long-term goals (as well as short-term, yearly objectives), and an action plan of the steps you’re going to take to move in the right direction. 

[inline illustration] Strategic plan elements (infographic)

Your strategic plan document should include: 

Your company’s mission statement

Your company’s goals

A plan of action to achieve those goals

Your approach to achieving your goals

The tactics you’ll use to meet your goals

An effective strategic plan can give your organization clarity and focus. This level of clarity isn’t always a given—according to our research, only 16% of knowledge workers say their company is effective at setting and communicating company goals. By investing time into strategy formulation, you can build out a three- to five-year vision for the future of your company. This strategy will then inform your yearly and quarterly company goals. 

Do I need a strategic plan?

A strategic plan is one of many tools you can use to plan and hit your goals. It helps map out strategic objectives and growth metrics. Here’s how a strategic plan compares to other project management and business tools.

Strategic plan vs. business plan

A business plan can help you document your strategy as you’re getting started so every team member is on the same page about your core business priorities and goals. This tool can help you document and share your strategy with key investors or stakeholders as you get your business up and running.

You should create a business plan when you’re: 

Just starting your business

Significantly restructuring your business

If your business is already established, consider creating a strategic plan instead of a business plan. Even if you’re working at a relatively young company, your strategic plan can build on your business plan to help you move in the right direction. During the strategic planning process, you’ll draw from a lot of the fundamental business elements you built early on to establish your strategy for the next three to five years.

Key takeaway: A business plan works for new businesses or large organizational overhauls. Strategic plans are better for established businesses. 

Strategic plan vs. mission and vision statements

Your strategic plan, mission statement, and vision statements are all closely connected. In fact, during the strategic planning process, you will take inspiration from your mission and vision statements in order to build out your strategic plan.

As a result, you should already have your mission and vision statements drafted before you create a strategic plan. Ideally, this is something you created during the business planning phase or shortly after your company started. If you don’t have a mission or vision statement, take some time to create those now. A mission statement states your company’s purpose and it addresses what problem your organization is trying to solve. A vision statement states, in very broad strokes, how you’re going to get there. 

Simply put: 

A mission statement summarizes your company’s purpose

A vision statement broadly explains how you’ll reach your company’s purpose

A strategic plan should include your mission and vision statements, but it should also be more specific than that. Your mission and vision statements could, theoretically, remain the same throughout your company’s entire lifespan. A strategic plan pulls in inspiration from your mission and vision statements and outlines what actions you’re going to take to move in the right direction. 

For example, if your company produces pet safety equipment, here’s how your mission statement, vision statement, and strategic plan might shake out:

Mission statement: “To ensure the safety of the world’s animals.” 

Vision statement: “To create pet safety and tracking products that are effortless to use.” 

Your strategic plan would outline the steps you’re going to take in the next few years to bring your company closer to your mission and vision. For example, you develop a new pet tracking smart collar or improve the microchipping experience for pet owners. 

Key takeaway: A strategic plan draws inspiration from your mission and vision statements. 

Strategic plan vs. company objectives

Company objectives are broad goals. You should set these on a yearly or quarterly basis (if your organization moves quickly). These objectives give your team a clear sense of what you intend to accomplish for a set period of time. 

Your strategic plan is more forward-thinking than your company goals, and it should cover more than one year of work. Think of it this way: your company objectives will move the needle towards your overall strategy—but your strategic plan should be bigger than company objectives because it spans multiple years.

Key takeaway: Company objectives are broad, evergreen goals, while a strategic plan is a specific plan of action. 

Strategic plan vs. business case

A business case is a document to help you pitch a significant investment or initiative for your company. When you create a business case, you’re outlining why this investment is a good idea, and how this large-scale project will positively impact the business. 

You might end up building business cases for things on your strategic plan’s roadmap—but your strategic plan should be bigger than that. This tool should encompass multiple years of your roadmap, across your entire company—not just one initiative.

Key takeaway: A business case tackles one initiative or investment, while a strategic plan maps out years of overall growth for your company. 

Strategic plan vs. project plan

A strategic plan is a company-wide, multi-year plan of what you want to accomplish in the next three to five years and how you plan to accomplish that. A project plan, on the other hand, outlines how you’re going to accomplish a specific project. This project could be one of many initiatives that contribute to a specific company objective which, in turn, is one of many objectives that contribute to your strategic plan. 

A project plan has seven parts: 

Success metrics

Stakeholders and roles

Scope and budget

Milestones and deliverables

Timeline and schedule

Communication plan

Key takeaway: You may build project plans to map out parts of your strategic plan. 

When should I create a strategic plan?

You should aim to create a strategic plan every three to five years, depending on your organization’s growth speed. That being said, if your organization moves quickly, consider creating one every two to three years instead. Small businesses may need to create strategic plans more often, as their needs change. 

Since the point of a strategic plan is to map out your long-term goals and how you’ll get there, you should create a strategic plan when you’ve met most or all of them. You should also create a strategic plan any time you’re going to make a large pivot in your organization’s mission or enter new markets. 

What are the 5 steps in strategic planning?

The strategic planning process should be run by a small team of key stakeholders who will be in charge of building your strategic plan. 

Your group of strategic planners, sometimes called the management committee, should be a small team of five to 10 key stakeholders and decision-makers for the company. They won’t be the only people involved—but they will be the people driving the work. 

Once you’ve established your management committee, you can get to work on the strategic planning process. 

[inline illustration] The road to strategic planning (infographic)

Step 1: Determine where you are

Before you can get started with strategy development and define where you’re going, you first need to define where you are. To do this, your management committee should collect a variety of information from additional stakeholders—like employees and customers. In particular, plan to gather:

Relevant industry and market data to inform any market opportunities, as well as any potential upcoming threats in the near future

Customer insights to understand what your customers want from your company—like product improvements or additional services

Employee feedback that needs to be addressed—whether in the product, business practices, or company culture

A SWOT analysis to help you assess both current and future potential for the business (you’ll return to this analysis periodically during the strategic planning process). 

To fill out each letter in the SWOT acronym, your management committee will answer a series of questions:

What does your organization currently do well?

What separates you from your competitors?

What are your most valuable internal resources?

What tangible assets do you have?

What is your biggest strength? 


What does your organization do poorly?

What do you currently lack (whether that’s a product, resource, or process)?

What do your competitors do better than you?

What, if any, limitations are holding your organization back?

What processes or products need improvement? 


What opportunities does your organization have?

How can you leverage your unique company strengths?

Are there any trends that you can take advantage of?

How can you capitalize on marketing or press opportunities?

Is there an emerging need for your product or service? 

What emerging competitors should you keep an eye on?

Are there any weaknesses that expose your organization to risk?

Have you or could you experience negative press that could reduce market share?

Is there a chance of changing customer attitudes towards your company? 

Step 2: Identify your goals and objectives

This is where the magic happens. To develop your strategy, take into account your current position, which is where you are now. Then, draw inspiration from your original business documents—these are your final destination. 

To develop your strategy, you’re essentially pulling out your compass and asking, “Where are we going next?” This can help you figure out exactly which path you need to take. 

During this phase of the planning process, take inspiration from important company documents to ensure your strategic plan is moving your company in the right direction like:

Your mission statement, to understand how you can continue moving towards your organization’s core purpose

Your vision statement, to clarify how your strategic plan fits into your long-term vision

Your company values, to guide you towards what matters most towards your company

Your competitive advantages, to understand what unique benefit you offer to the market

Your long-term goals, to track where you want to be in five or 10 years

Your financial forecast and projection, to understand where you expect your financials to be in the next three years, what your expected cash flow is, and what new opportunities you will likely be able to invest in

Step 3: Develop your plan

Now that you understand where you are and where you want to go, it’s time to put pen to paper. Your plan will take your position and strategy into account to define your organization-wide plan for the next three to five years. Keep in mind that even though you’re creating a long-term plan, parts of your strategic plan should be created as the quarters and years go on.

As you build your strategic plan, you should define:

Your company priorities for the next three to five years, based on your SWOT analysis and strategy.

Yearly objectives for the first year. You don’t need to define your objectives for every year of the strategic plan. As the years go on, create new yearly objectives that connect back to your overall strategic goals . 

Related key results and KPIs for that first year. Some of these should be set by the management committee, and some should be set by specific teams that are closer to the work. Make sure your key results and KPIs are measurable and actionable.

Budget for the next year or few years. This should be based on your financial forecast as well as your direction. Do you need to spend aggressively to develop your product? Build your team? Make a dent with marketing? Clarify your most important initiatives and how you’ll budget for those.

A high-level project roadmap . A project roadmap is a tool in project management that helps you visualize the timeline of a complex initiative, but you can also create a very high-level project roadmap for your strategic plan. Outline what you expect to be working on in certain quarters or years to make the plan more actionable and understandable.

Step 4: Execute your plan

After all that buildup, it’s time to put your plan into action. New strategy execution involves clear communication across your entire organization to make sure everyone knows their responsibilities and how to measure the plan’s success. 

Map your processes with key performance indicators, which will gauge the success of your plan. KPIs will establish which parts of your plan you want achieved in what time frame. 

A few tips to make sure your plan will be executed without a hitch: 

Align tasks with job descriptions to make sure people are equipped to get their jobs done

Communicate clearly to your entire organization throughout the implementation process 

Fully commit to your plan 

Step 5: Revise and restructure as needed

At this point, you should have created and implemented your new strategic framework. The final step of the planning process is to monitor and manage your plan.

Share your strategic plan —this isn’t a document to hide away. Make sure your team (especially senior leadership) has access to it so they can understand how their work contributes to company priorities and your overall strategic plan. We recommend sharing your plan in the same tool you use to manage and track work, so you can more easily connect high-level objectives to daily work. If you don’t already, consider using a work management tool .

Update your plan regularly (quarterly and annually). Make sure you’re using your strategic plan to inform your shorter-term goals. Your strategic plan also isn’t set in stone. You’ll likely need to update the plan if your company decides to change directions or make new investments. As new market opportunities and threats come up, you’ll likely want to tweak your strategic plan to ensure you’re building your organization in the best direction possible for the next few years.

Keep in mind that your plan won’t last forever—even if you do update it frequently. A successful strategic plan evolves with your company’s long-term goals. When you’ve achieved most of your strategic goals, or if your strategy has evolved significantly since you first made your plan, it might be time to create a new one.

The benefits of strategic planning

Strategic planning can help with goal-setting by allowing you to explain how your company will move towards your mission and vision statements in the next three to five years. If you think of your company trajectory as a line on a map, a strategic plan can help you better quantify how you’ll get from point A (where you are now) to point B (where you want to be in a few years).

When you create and share a clear strategic plan with your team, you can:

Align everyone around a shared purpose

Proactively set objectives to help you get where you want to go

Define long-term goals, and then set shorter-term goals to support them

Assess your current situation and any opportunities—or threats

Help your business be more durable because you’re thinking long-term

Increase motivation and engagement

Sticking to the strategic plan

To turn your company strategy into a plan—and ultimately, impact—make sure you’re proactively connecting company objectives to daily work. When you can clarify this connection, you’re giving your team members the context they need to get their best work done. 

With clear priorities, team members can focus on the initiatives that are making the biggest impact for the company—and they’ll likely be more engaged while doing so.

Related resources

strategic planning process training

Level up your marketing plan to drive revenue in 2024

strategic planning process training

How to create a winning marketing plan (with examples)

strategic planning process training

Marketing leaders talk AI: How to optimize your tech stack

strategic planning process training

4 types of concept maps (with free templates)

🎯 Finish your 2024 OKRs in 60 days

The strategic planning process in 4 steps, to assist you throughout your planning process, we have created a how-to guide on the basics of strategic planning which will take you through the planning process step-by-step..

Free Strategic Planning Guide

What is Strategic Planning?

Strategic Planning is a process where organizations define a bold vision and create a plan with objectives and goals to reach that future. A great strategic plan defines where your organization is going, how you’ll win, who must do what, and how you’ll review and adapt your strategy.


Overview of the complete strategic planning process:

Getting started: strategic planning introduction.

The strategic management process is about getting from Point A to Point B more effectively, efficiently, and enjoying the journey and learning from it. Part of that journey is the strategy and part of it is execution. Having a good strategy dictates “how” you travel the road you have selected and effective execution makes sure you are checking in along the way. On average, this process can take between three and four months. However no one organization is alike and you may decide to fast track your process or slow it down. Move at a pace that works best for you and your team and leverage this as a resource. For more of a deep dive look into each part of the planning phase, you will see a link to the detailed How-To Guide at the top of each phase.

Strategic Planning Guide and Process

Phase Duration

1-2 weeks (1 hr meeting with Owner/CEO, Strategy Director and Facilitator (if necessary) to discuss information collected and direction for continued planning.)

Questions to Ask:

  • Who is on your Planning Team?
  • Who will be the business process owner (Strategy Director) of planning in your organization?
  • Fast forward 12 months from now, what do you want to see differently in your organization as a result of embarking on this initiative?
  • Planning team members are informed of their roles and responsibilities.
  • Planning schedule is established.
  • Existing planning information and secondary data collected.

Action Grid:


Step 1: Determine Organizational Readiness

Set up your planning process for success – questions to ask:.

  • Are the conditions and criteria for successful planning in place at the current time? Can certain pitfalls be avoided?
  • Is this the appropriate time for your organization to initiate a planning process? Yes or no? If no, where do you go from here?

Step 2: Develop Your Team & Schedule

Who is going to be on your planning team? You need to choose someone to oversee the implementation (Chief Strategy Officer or Strategy Director) and then you need some of the key individuals and decision makers for this team. It should be a small group of approximately 12-15 persons.

OnStrategy is the leader in strategic planning and performance management. Our cloud-based software and hands-on services closes the gap between strategy and execution. Learn more about OnStrategy here .

Step 3: Collect Current Data

Collect the following information on your organization:

  • The last strategic plan, even if it is not current
  • Mission statement, vision statement, values statement
  • Business plan
  • Financial records for the last few years
  • Marketing plan
  • Other information, such as last year’s SWOT, sales figures and projections

Step 4:Review collected data:

Review the data collected in the last action with your strategy director and facilitator.

  • What trends do you see?
  • Are there areas of obvious weakness or strengths?
  • Have you been following a plan or have you just been going along with the market?

Strategic Planning Pyramid

Strategic Planning Phase 1: Determine Your Strategic Position

Want More? Deep Dive Into the “ Evaluate Your Strategic Position ” How-To Guide.

Action Grid

Step 1: identify strategic issues.

Strategic issues are critical unknowns that are driving you to embark on a strategic planning process now. These issues can be problems, opportunities, market shifts or anything else that is keeping you awake at night and begging for a solution or decision.

  • How will we grow, stabilize, or retrench in order to sustain our organization into the future?
  • How will we diversify our revenue to reduce our dependence on a major customer?
  • What must we do to improve our cost structure and stay competitive?
  • How and where must we innovate our products and services?

Step 2: Conduct an Environmental Scan

Conducting an environmental scan will help you understand your operating environment. An environmental scan is also referred to as a PEST analysis, which is an acronym for Political, Economic, Social and Technological trends. Sometimes it is helpful to also include Ecological and Legal trends as well. All of these trends play a part in determining the overall business environment.

Step 3: Conduct a Competitive Analysis

The reason to do a competitive analysis is to assess the opportunities and threats that may occur from those organizations competing for the same business you are.  You need to have an understanding of what your competitors are or aren’t offering your potential customers.  Here are a few other key ways a competitive analysis fits into strategic planning:

  • To help you assess whether your competitive advantage is really an advantage.
  • To understand what your competitors’ current and future strategies are so you can plan accordingly.
  • To provide information that will help you evaluate your strategic decisions against what your competitors may or may not be doing.

Step 4: Identify Opportunities and Threats

Opportunities are situations that exist but must be acted on if the business is to benefit from them.

What do you want to capitalize on?

  • What new needs of customers could you meet?
  • What are the economic trends that benefit you?
  • What are the emerging political and social opportunities?
  • What niches have your competitors missed?

Threats refer to external conditions or barriers that may prevent a company from reaching its objectives.

What do you need to mitigate?

Questions to answer:.

  • What are the negative economic trends?
  • What are the negative political and social trends?
  • Where are competitors about to bite you?
  • Where are you vulnerable?

Step 5: Identify Strengths and Weaknesses

Strengths refer to what your company does well.

What do you want to build on?

  • What do you do well (in sales, marketing, operations, management)?
  • What are your core competencies?
  • What differentiates you from your competitors?
  • Why do your customers buy from you?

Weaknesses refer to any limitations a company faces in developing or implementing a strategy.

What do you need to shore up?

  • Where do you lack resources?
  • What can you do better?
  • Where are you losing money?
  • In what areas do your competitors have an edge?

Step 6: Customer Segments


Customer segmentation defines the different groups of people or organizations a company aims to reach or serve.

Who are we providing value to?

  • What needs or wants define your ideal customer?
  • What characteristics describe your typical customer?
  • Can you sort your customers into different profiles using their needs, wants and characteristics?
  • Can you reach this segment through clear communication channels?

Step 7: Develop Your SWOT


A SWOT analysis is a quick way of examining your organization by looking at the  internal  strengths and weaknesses in relation to the  external  opportunities and threats. By creating a SWOT analysis, you can see all the important factors affecting your organization together in one place. It’s easy to read, easy to communicate, and easy to create. Take the Strengths, Weaknesses, Opportunities and Threats you developed earlier, review, prioritize and combine like terms. The SWOT analysis helps you ask, and answer, the following questions: “How do you….”

  • Build on your strengths
  • Shore up your weaknesses
  • Capitalize on your opportunities
  • Manage your threats


Strategic Planning Process Phase 2: Developing Strategy

Want More? Deep Dive Into the “Developing Your Strategy” How-To Guide.

Step 1: Develop Your Mission Statement

The mission statement describes an organization’s purpose or reason for existing.

What is our purpose? Why do we exist? What do we do?

  • What does your organization intend to accomplish?
  • Why do you work here? Why is it special to work here?
  • What would happen if we were not here?

Outcome: A short, concise, concrete statement that clearly defines the scope of the organization.

Step 2: discover your values.

Your values statement clarifies what your organization stands for, believes in and the behaviors you expect to see as a result.

How will we behave?

  • What are the key non-negotiables that are critical to the success of the company?
  • What are the guiding principles that are core to how we operate in this organization?
  • What behaviors do you expect to see?
  • If the circumstances changed and penalized us for holding this core value, would we still keep it?

Outcome: Short list of 5-7 core values.

Step 3: casting your vision statement.


A Vision Statement defines your desired future state and provides direction for where we are going as an organization.

Where are we going?

  • What will our organization look like 5–10 years from now?
  • What does success look like?
  • What are we aspiring to achieve?
  • What mountain are you climbing and why?

Outcome: A picture of the future.

Step 4: identify your competitive advantages.

A Competitive Advantage is a characteristic(s) of an organization that allows it to meet their customer’s need(s) better than their competition can.

What are we best at?

  • What are your unique strengths?
  • What are you best at in your market?
  • Do your customers still value what is being delivered? Ask them.
  • How do your value propositions stack up in the marketplace?

Outcome: A list of 2 or 3 items that honestly express the organization’s foundation for winning.

Step 5: crafting your organization-wide strategies.


Your strategies are the general methods you intend to use to reach your vision. No matter what the level, a strategy answers the question “how.”

How will we succeed?

  • Broad: market scope; a relatively wide market emphasis.
  • Narrow: limited to only one or few segments in the market
  • Does your competitive position focus on lowest total cost or product/service differentiation or both?

Outcome: Establish the general, umbrella methods you intend to use to reach your vision.


Phase 3: Strategic Plan Development

Want More? Deep Dive Into the “Build Your Plan” How-To Guide.

Strategic Planning Process Step 1: Use Your SWOT to Set Priorities

If your team wants to take the next step in the SWOT analysis, apply the TOWS Strategic Alternatives Matrix to help you think about the options that you could pursue. To do this, match external opportunities and threats with your internal strengths and weaknesses, as illustrated in the matrix below:

TOWS Strategic Alternatives Matrix

Evaluate the options you’ve generated, and identify the ones that give the greatest benefit, and that best achieve the mission and vision of your organization. Add these to the other strategic options that you’re considering.

Step 2: Define Long-Term Strategic Objectives

Long-Term Strategic Objectives are long-term, broad, continuous statements that holistically address all areas of your organization. What must we focus on to achieve our vision?  What are the “big rocks”?

Questions to ask:

  • What are our shareholders or stakeholders expectations for our financial performance or social outcomes?
  • To reach our outcomes, what value must we provide to our customers? What is our value proposition?
  • To provide value, what process must we excel at to deliver our products and services?
  • To drive our processes, what skills, capabilities and organizational structure must we have?

Outcome: Framework for your plan – no more than 6

Strategy Map

Step 3: Setting Organization-Wide Goals and Measures


Once you have formulated your strategic objectives, you should translate them into goals and measures that can be clearly communicated to your planning team (team leaders and/or team members). You want to set goals that convert the strategic objectives into specific performance targets. Effective goals clearly state what, when, how, and who, and they are specifically measurable. They should address what you need to do in the short-term (think 1-3 years) to achieve your strategic objectives. Organization-wide goals are annual statements that are specific, measurable, attainable, responsible and time bound.  These are outcome statements expressing a result expected in the organization.

What is most important right now to reach our long-term objectives?

Outcome: clear outcomes for the current year..

Strategic Planning Outcomes Table

Step 4: Select KPIs


Key Performance Indicators (KPI) are the key measures that will have the most impact in moving your organization forward. We recommend you guide your organization with measures that matter.

How will we measure our success?

Outcome: 5-7 measures that help you keep the pulse on your performance. When selecting your Key Performance Indicators, begin by asking “What are the key performance measures we need to track in order to monitor if we are achieving our goals?” These KPIs include the key goals that you want to measure that will have the most impact in moving your organization forward.

Step 5: Cascade Your Strategies to Operations


Cascading action items and to-dos for each short-term goal is where the rubber meets the road – literally. Moving from big ideas to action happens when strategy is translated from the organizational level to the individual. Here we widen the circle of the people who are involved in the planning as functional area managers and individual contributors develop their short-term goals and actions to support the organizational direction. But before you take that action, determine if you are going to develop a set of plans that cascade directly from the strategic plan, or instead if you have existing operational, business or account plans that should be synced up with organizational goals. A pitfall is to develop multiple sets of goals and actions for directors and staff to manage. Fundamentally, at this point you have moved from planning the strategy to planning the operations; from strategic planning to annual planning. That said, the only way strategy gets executed is to align resources and actions from the bottom to the top to drive your vision.

Questions to Ask

  • How are we going to get there at a functional level?
  • Who must do what by when to accomplish and drive the organizational goals?
  • What strategic questions still remain and need to be solved?

Department/functional goals, actions, measures and targets for the next 12-24 months

Step 6: Cascading Goals to Departments and Team Members

Now in your Departments / Teams, you need to create goals to support the organization-wide goals. These goals should still be SMART and are generally (short-term) something to be done in the next 12-18 months. Finally, you should develop an action plan for each goal. Keep the acronym SMART in mind again when setting action items, and make sure they include start and end dates and have someone assigned their responsibility. Since these action items support your previously established goals, it may be helpful to consider action items your immediate plans on the way to achieving your (short-term) goals. In other words, identify all the actions that need to occur in the next 90 days and continue this same process every 90 days until the goal is achieved.

Examples of Cascading Goals:


Phase 4: Executing Strategy and Managing Performance

Want More? Deep Dive Into the “Managing Performance” How-To Guide.

Step 1: Strategic Plan Implementation Schedule

Implementation is the process that turns strategies and plans into actions in order to accomplish strategic objectives and goals.

How will we use the plan as a management tool?

  • Communication Schedule: How and when will you roll-out your plan to your staff? How frequently will you send out updates?
  • Process Leader: Who is your strategy director?
  • Structure: What are the dates for your strategy reviews (we recommend at least quarterly)?
  • System & Reports: What are you expecting each staff member to come prepared with to those strategy review sessions?

Outcome: Syncing your plan into the “rhythm of your business.”

Once your resources are in place, you can set your implementation schedule. Use the following steps as your base implementation plan:

  • Establish your performance management and reward system.
  • Set up monthly and quarterly strategy meetings with established reporting procedures.
  • Set up annual strategic review dates including new assessments and a large group meeting for an annual plan review.

Now you’re ready to start plan roll-out. Below are sample implementation schedules, which double for a full strategic management process timeline.

Strategic Planning Calendar

Step 2: Tracking Goals & Actions

Monthly strategy meetings don’t need to take a lot of time – 30 to 60 minutes should suffice. But it is important that key team members report on their progress toward the goals they are responsible for – including reporting on metrics in the scorecard they have been assigned. By using the measurements already established, it’s easy to make course corrections if necessary. You should also commit to reviewing your Key Performance Indicators (KPIs) during these regular meetings.

Your Bi-Annual Checklist


Never lose sight of the fact that strategic plans are guidelines, not rules. Every six months or so, you should evaluate your strategy execution and plan implementation by asking these key questions:

  • Will your goals be achieved within the time frame of the plan? If not, why?
  • Should the deadlines be modified? (Before you modify deadlines, figure out why you’re behind schedule.)
  • Are your goals and action items still realistic?
  • Should the organization’s focus be changed to put more emphasis on achieving your goals?
  • Should your goals be changed? (Be careful about making these changes – know why efforts aren’t achieving the goals before changing the goals.)
  • What can be gathered from an adaptation to improve future planning activities?

Why Track Your Goals?

  • Ownership: Having a stake and responsibility in the plan makes you feel part of it and leads you to drive your goals forward.
  • Culture: Successful plans tie tracking and updating goals into organizational culture.
  • Implementation: If you don’t review and update your goaFls, they are just good intentions
  • Accountability: Accountability and high visibility help drive change. This means that each measure, objective, data source and initiative must have an owner.
  • Empowerment: Changing goals from In Progress to Complete just feels good!

Step 3: Review & Adapt

Guidelines for your strategy review.


Restricting the meeting to reporting on measurements can help you stay on task and keep the meeting within 30 minutes, but if you can commit to a full hour, the meeting agenda should also include some time devoted to working on one specific topic or on one of the quarter’s priorities where decisions need to be made. Once agreed upon, this topic should be developed to conclusion. Holding meetings helps focus your goals on accomplishing top priorities and accelerating growth of the organization. Although the meeting structure is relatively simple, it does require a high degree of discipline.

Strategy Review Session Questions:


  • What were our three most important strategic accomplishments of the last 90 days – how have we changed our field of play in the past 90 days?
  • What are the three most important ways we fell short of our strategic potential?
  • In the last 90 days, what are the three most important things that we have learned about our strategy?  (NOTE: We are looking for insight to decision to action observations.)

Step 4: Annual Updates The three words  strategic planning off-site  provoke reactions anywhere from sheer exuberance to ducking for cover. In many organizations, retreats have a bad reputation because stepping into one of the many planning pitfalls is so easy. Holding effective meetings can be tough, and if you add a lot of brainpower mixed with personal agendas, you can have a recipe for disaster. That’s why so many strategic planning meetings are unsuccessful. Executing your strategic plan is as important, or even more important, than your strategy. Critical actions move a strategic plan from a document that sits on the shelf to actions that drive organizational growth. The sad reality is that the majority of organizations who have strategic plans fail to implement. Don’t be part of the majority! In fact, research has shown that 70% of organizations that have a formal execution process out-perform their peers. (Kaplan & Norton) Guiding your work in this stage of the planning process is a schedule for the next 12 months that spells out when the quarterly strategy reviews are, who is involved, what participants need to bring to the meetings and how you will adapt the plan based on the outcomes of the reviews. You remain in this phase of the strategic management process until you embark on the next formal planning sessions where you start back at the beginning. Remember that successful execution of your plan relies on appointing a strategy director, training your team to use OnStrategy (or any other planning tool), effectively driving accountability, and gaining organizational commitment to the process.

Strategic planning frequently asked questions

Read our frequently asked questions about strategic planning to learn how to build a great strategic plan..

Business Strategic Planning is a process where your business defines a bold vision of the future and creates a plan to reach that future. It helps your business define where you’re going, how you’ll get there, how you’ll grow, and what you must do to reach your desired future.

A great strategic plan determines where your organization is going, how you’ll win, what roles each team member has in the execution, and your game plan for reviewing and adapting your strategy. Elements include a current state analysis, SWOT, mission, vision, values, competitive advantages, growth strategy, growth enablers, a 3-year roadmap, and annual plan with goals, KPIs, and OKRs.

Typically, the average strategic planning process takes about 3-4 months, but depending on your organization, it could take more or less time. Every organization is different, so you should work at a pace that works for you.

There are four overarching phases to the strategic planning process that include: determining position, developing your strategy, building your plan, and managing performance. Each phase plays a unique but distinctly crucial role in the strategic planning process.

Prior to starting your strategic plan, you must go through this pre-planning process to determine your organization’s readiness by following these steps:

Ask yourself these questions: Are the conditions and criteria for successful planning in place now? Can we foresee any pitfalls that we can avoid? Is there an appropriate time for our organization to initiate this process?

Develop your team and schedule. Who will oversee the implementation as Chief Strategy Officer or Director? Do we have at least 12-15 other key individuals on our team?

Research and Collect Current Data. Find the following resources that your organization may have used in the past to assist you with your new plan: last strategic plan, mission, vision, and values statement, business plan, financial records, marketing plan, SWOT, sales figures, or projections.

Finally, review the data with your strategy director and facilitator and ask these questions: What trends do we see? Any obvious strengths or weaknesses? Have we been following a plan or just going along with the market?

Determining your positioning entails conducting a scan of macro and micro trends in your environment and industry, identifying marketing and competitive opportunities and threats, clarifying target customers and value propositions, gathering and reviewing staff and partner feedback for strengths and weaknesses, synthesizing the data into a SWOT, and solidifying your competitive advantages.

Developing your strategy includes determining your primary business model and organizational purpose, identifying your corporate values, creating an image of what success would look like in 3-5 years, solidifying your competitive advantages, formulating organization wide-strategies that explain your base, and agreeing on strategic issues you need to address in the planning process. .

Once you get to the strategic plan development process in the planning process, you must begin developing your strategic framework and defining long-term strategic objectives, set short-term SMART organizational goals, and select the measure that will be your KPIs (key performance indicators.)

The last phase of strategic planning is implementation, execution, and ongoing refreshes. This step entails establishing an implementation schedule, rolling out your plan, executing against your key results, and reviewing process and refreshing your plan quarterly. p>

The ideal execution schedule for your strategic plan will differ from team to team or organization to organization, but generally, you should try to set 4 quarterly reviews, a mid-year executive survey, 12 monthly check-ins, and a year-end plan review and annual refresh.

Join 60,000 other leaders engaged in transforming their organizations.

Subscribe to get the latest agile strategy best practices, free guides, case studies, and videos in your inbox every week..


Leading strategy? Join our FREE community.

Become a member of the chief strategy officer collaborative..

OnStrategy Collaborative

Free monthly sessions and exclusive content.

Do you want to 2x your impact.

strategic planning process training

Learn more

How it works

Transform your enterprise with the scalable mindsets, skills, & behavior change that drive performance.

Explore how BetterUp connects to your core business systems.

Build leaders that accelerate team performance and engagement.

Unlock performance potential at scale with AI-powered curated growth journeys.

Build resilience, well-being and agility to drive performance across your entire enterprise.

Transform your business, starting with your sales leaders.

Unlock business impact from the top with executive coaching.

Foster a culture of inclusion and belonging.

Accelerate the performance and potential of your agencies and employees.

See how innovative organizations use BetterUp to build a thriving workforce.

Discover how BetterUp measurably impacts key business outcomes for organizations like yours.

A demo is the first step to transforming your business. Meet with us to develop a plan for attaining your goals.

Request a demo

  • For Individuals

Best practices, research, and tools to fuel individual and business growth.

View on-demand BetterUp events and learn about upcoming live discussions.

The latest insights and ideas for building a high-performing workplace.

  • BetterUp Briefing

The online magazine that helps you understand tomorrow's workforce trends, today.

Innovative research featured in peer-reviewed journals, press, and more.

Founded in 2022 to deepen the understanding of the intersection of well-being, purpose, and performance

We're on a mission to help everyone live with clarity, purpose, and passion.

Join us and create impactful change.

Read the buzz about BetterUp.

Meet the leadership that's passionate about empowering your workforce.

For Business

Strategic planning: Read this before it's that time again

Understand Yourself Better:

Big 5 Personality Test

Find my Coach

Jump to section

What is strategic planning?

What is strategic plan management?

Benefits of robust strategic planning and management

10 steps in the strategic planning process.

Plans are worthless, but planning is everything. - Dwight D. Eisenhower

It’s that time again. 

Every three to five years, most larger organizations periodically plan for the future. Many times strategic planning documents are shelved and forgotten until the next cycle begins. On the other hand, many smaller and newer organizations, propelled by urgency, may not devote the necessary time and energy to the strategic planning process. 

Only 63% of businesses plan more than a year out. They fail to see that — contrary to Alice in Wonderland’s Cheshire cat — “any way” does not take you there. 

For all organizations, a more rigorous annual planning process is critical for driving future success, profitability, value, and impact.

John Kotter, a former professor at Harvard Business School and noted expert on innovation says, “ Strategy should be viewed as a dynamic force that constantly seeks opportunities, identifies initiatives that will capitalize on them, and completes those initiatives swiftly and efficiently.”

There’s hardly a better case that can be made for dynamic planning than in the tech industry, where mergers and acquisitions are accelerating exponentially. Companies need to be nimble enough to navigate rapid change . In this case, planning should occur quarterly.

Strategic planning is an ongoing process by which an organization sets its forward course by bringing all of its stakeholders together to examine current realities and define its vision for the future.

It examines its strengths and weaknesses, resources available, and opportunities. Strategic planning seeks to anticipate future industry trends .  During the process, the organization creates a vision, articulates its purpose, and sets strategic goals that are long-term and forward-focused. 

Those strategic goals inform operational goals and incremental milestones that need to be reached. The operational plan has clear objectives and supporting initiatives tied to metrics to which everyone is accountable . The plan should be agile enough to allow for recalibrating when necessary and redistributing resources based on internal and external forces.

The output of the planning process is a document that is shared across the enterprise. 

See how BetterUp Works - Watch Demo

Strategic planning for individuals

Strategic planning isn’t just for companies. At BetterUp, strategic planning is one of the skills that we identify, track, and develop within the Whole Person Model . For individuals, strategic planning is the ability to think through ways to achieve desired outcomes. Just as strategic planning helps organizations realize their goals for the future, it helps individuals grow and achieve goals in a unified direction. 

Working backward from the desired outcome, effective strategic planning consists of coming up with the steps we need to take today in order to get where we want to be tomorrow. 

While no plan is infallible, people who develop this skill are good at checking to make sure that their actions are in alignment with the outcomes that they want to see in the future. Even when things don’t go according to plan, their long-term goals act as a “North star” to get them back on course. In addition, envisioning desired future states and figuring out how to turn them into reality enhances an individual’s sense of personal meaning and motivation. 

Whether we’re talking about strategic planning for the company or the individual, strategic plans can go awry in a variety of ways including: 

  • Unrealistic goals and too many priorities
  • Poor communication
  • Using the wrong measures
  • Lack of leadership

The extent to which that document is shelved until the next planning cycle or becomes a dynamic map of the future depends on the people responsible for overseeing the execution of the plan.


What is strategic plan management? 

"Most people think of strategy as an event, but that’s not the way the world works," according to Harvard Business School Professor Clayton Christensen. "When we run into unanticipated opportunities and threats, we have to respond. Sometimes we respond successfully; sometimes we don’t. But most strategies develop through this process. More often than not, the strategy that leads to success emerges through a process that works 24/7 in almost every industry."

Strategic business management is the ongoing process by which an organization creates and sustains a successful roadmap that moves the company in the direction it needs to move, year after year, for long-term success. It spans from research and formulation to execution, evaluation, and adjustment. Given the pace of change, strategic management is more relevant and important than ever for assigning measurable goals and action steps

Many organizations fail because they don’t have the strategic management team at the table right from the beginning of the planning process. A strategic plan is only as good as its ability to be executed and sustained. 

A strategic management initiative might be driven by an internal group — many companies have an internal strategy team — or an outside consulting firm. Ultimately company leaders need to own executing and sustaining the strategy. 

Strategic management teams

In this Harvard Business Review article, Ron Carucci from consulting firm Navalent reports that 61% of executives in a 10-year longitudinal study felt they were not prepared for the strategic challenges they faced upon being appointed to senior leadership roles. Lack of commitment to the plan is also a contributing factor. In addition, leaders attending to quarterly targets, crisis management , and reconciling budgets often consider the execution of a long-term strategy a low priority.

A dedicated strategic management team works with those senior leaders and managers throughout the organization to communicate, coordinate and evaluate progress against goals. They tie strategic objectives to day-to-day operational metrics throughout the enterprise. 

A good strategic management group can assist in creating a culture of empowerment and learning . It holds regular meetings with employees. It sets a clear agenda and expectations to make the strategic plan real and compelling to the organization through concrete objectives, results, and timelines. 

Strategy development is a lot of work, but the benefits are lasting. After all, as the saying goes, "If you fail to plan, you plan to fail." Taking the time for review and planning activities has the following benefits:

  • Organizations and people are set up to succeed
  • Increased likelihood of staying on track
  • Decreased likelihood of being distracted or derailed
  • Progress through the plan is communicated throughout the organization
  • Metrics facilitate course correction
  • Budgets enterprise-wide are based on strategy
  • Cross-organization alignment
  • Robust employee performance and compensation plans
  • Commitment to learning and training
  • A robust strategic planning process gets everyone involved and invested in the organizations
  • Employees inform management about what’s working or not working at the operational level
  • Innovation is encouraged and rewarded
  • Increased productivity

1. Define mission and vision  

Begin by articulating the organization's vision for the future. Ask, "What would success look like in five years?" Create a mission statement describing organizational values and how you intend to reach the vision. What values inform and determine mission, vision, and purpose?

Purpose-driven strategic goals articulate the “why” of what the corporation is doing. It connects the vision statement to specific objectives, drawing a line between the larger goals and the work that teams and individuals do.

2. Conduct a comprehensive assessment  

This stage includes identifying an organization’s strategic position.

Gathering data from internal and external environments and respective stakeholders takes place at this time. Involving employees and customers in the research.

The task is to gather market data through research. One of the most critical components of this stage is a comprehensive SWOT analysis that involves gathering people and bringing perspectives from all stakeholders to determine:

  • W eaknesses
  • O pportunities

Strengths and weaknesses  — In this stage, planners identify the company’s assets that contribute to its current competitive advantage and/or the likelihood of a significant increase in the organization’s market share in the future. It should be an objective assessment rather than an inflated perspective of its strengths. 

An accurate assessment of weaknesses requires looking outward at external forces that can reveal new opportunities as well as threats. Consider the massive shift in multiple industries whose strategy has been disrupted by the COVID-19 pandemic. While it was disastrous to the airline and restaurant industries’ business models , tech companies were able to seize the opportunity and address the demands of remote work. 

Michael Porter’s book Competetive Strategy: Techniques for Analyzing Industries and Competitors claims that there are five forces at work in an industry that influence that industry’s ability to develop a competitive strategy. Since the book was published in 1979, organizations have turned to Porter’s theory to create their strategic framework. 

Here are the 5 forces (and key questions) that determine the competitive strategy for most industries.

  • Competitive rivalry : When considering the strengths of an organization’s competitors it’s important to ask: How do our products/services hold up to our competition? If the rivalry is intense, companies need to consider what capacity they have to gain leverage through price cuts or bold marketing strategies. If there is little competition, the organization has a substantial gain in the market.
  • Supplier power: How might suppliers influence strategy? For example, what if suppliers raised their prices? To what extent would a company need a particular supplier for our product(s)? Is it possible to switch suppliers in a way that is more cost effective and efficient? The number of suppliers that exist will determine your ability to keep costs low.
  • Buyer power: To what extent do buyers have the ability to shop around right into the hands of your competitors? How much power does your customer base have in determining price? A small number of well-informed buyers shifts the power in their direction while a large pool may give you the strategic advantage
  • Threat of substitution:  What is the threat of a company’s buyer substituting your services/products from the competition? What if the buyer figures out another way to access the services/products that it offers?
  • Threat of new entry:  How easy is it for newcomers to enter the organization’s market?


3. Forecast  

Considering the factors above, determine the company’s value through financial forecasting . While almost certainly to become a moving target influenced by the five forces, a forecast can assign initial anticipated measurable results expected in the plan or ROI: profits/cost of investment.

4. Set the organizational direction of the business

The above research and assessment will help an organization to set goals and priorities. Too often an organization’s strategic plan is too broad and over-ambitious. Planners need to ask, ”What kind of impact are we seeking to have, and in what time frame?” They need to drill down to objectives that will have the most impact. 

5. Create strategic objectives

This next phase of operational planning consists of creating strategic objectives and initiatives. Kaplan and Norton posit in their balanced scorecard methodology that there are four perspectives for consideration in identifying the conditions for success. They are interrelated and must be evaluated simultaneously.

  • Financial : Such considerations as growing shareholder value, increasing revenue, managing cost, profitability, or financial stability inform strategic initiatives. 
  • Customer-satisfaction:  Objectives can be determined by identifying targets related to one or some of the following: value for the cost, best service, increased market share, or providing customers with solutions.
  • Internal processes such as operational processes and efficiencies, investment in innovation, investment in total quality and performance management , cost reduction, improvement of workplace safety, or streamlining processes.
  • Learning and growth: Organizations must ask: Are initiatives in place in terms of human capital and learning and growth to sustain change? Objectives may include employee retention, productivity, building high-performing teams, or creating a pipeline for future leaders .

6. Align with key stakeholders

It’s a team effort. The success of the plan is in direct proportion to the organization’s commitment to inform and engage the entire workforce in strategy execution. People will only be committed to strategy implementation when they're connected to the organization's goals. With everyone pulling in the same direction, cross-functional decision-making becomes easier and more aligned.

7. Begin strategy mapping

A strategy map is a powerful tool for illustrating the cause-effect of those perspectives and connecting them to between 12 and 18 strategic objectives. Since most people are visual learners, the map provides an easy-to-understand diagram for everyone in the organization creating shared knowledge at all levels.

8. Determine strategic initiatives

Following the development of strategic objectives, strategic initiatives are determined. These are the actions the organization will take to reach those objectives. They may relate initiatives related to factors such as scope, budget, raising brand awareness, product development, and employee training.

9. Benchmark performance measures and analysis

Strategic initiatives inform SMART goals to which metrics are assigned to evaluate performance. These measures cascade from senior management to management to front-line workers. At this stage, the task is to create goals that are specific, measurable, attainable, relevant, and time-based informing the operational plan.

Benchmarks are established against so that performance can be measures, and a time frame is created. Key performance indicators (KPI’s) are assigned based on organizational goals. These indicators align workers’ performance and productivity with long-term strategic objectives. 

10. Performance evaluation

Assessment of whether the plan has been successful . It measures activities and progress toward objectives and allows for the creation of improved plans and objectives in order to improve overall performance . 

Think of strategic planning as a circular process beginning and ending with evaluation. Adjust a  plan as necessary. The pace at which review of the plan is necessary may be once a year for many organizations or quarterly for organizations in rapidly evolving industries. 

Prioritizing the strategic planning process

The strategic planning meeting may have a reputation for being just another to-do, but it might be time to take a second look. With the right action plan and a little strategic thinking, you can reinvigorate your business environment and start planning for success.

It's that time to get excited about the future again.

New call-to-action

Meredith Betz

Betterup Fellow Coach, M.S.Ed, M.S.O.D.

Contingency planning: 4 steps to prepare for the unexpected

4 reasons why you can't afford to skip out on succession planning, the only guide you’ll ever need for career planning, strategic plan vs. work plan: what's the difference, declining capabilities in productivity and wellness signal a need for worker support, how to excel at life planning (a life planning template), what is strategic plan management and how does it benefit teams, strategy versus tactics: planning and executing on your goals, what is an action plan how to become a real-life action hero, similar articles, everything you need to know about strategic leadership, when you need to set the direction, swot analysis is a classic tool, how organizational effectiveness enhances how you work and grow, strategy vs. tactics: the difference is execution, stay connected with betterup, get our newsletter, event invites, plus product insights and research..

3100 E 5th Street, Suite 350 Austin, TX 78702

  • Platform Overview
  • Integrations
  • BetterUp Lead
  • BetterUp Manage™
  • BetterUp Care™
  • Sales Performance
  • Diversity & Inclusion
  • Case Studies
  • Why BetterUp?
  • News and Press
  • Leadership Team
  • Become a BetterUp Coach
  • BetterUp Labs
  • Center for Purpose & Performance
  • Leadership Training
  • Business Coaching
  • Contact Support
  • Contact Sales
  • Privacy Policy
  • Acceptable Use Policy
  • Trust & Security
  • Cookie Preferences

strategic planning process

5 steps of the strategic planning process

Lucid Content Team

Reading time: about 6 min

  • Process improvement

Strategic planning process steps

  • Determine your strategic position.
  • Prioritize your objectives.
  • Develop a strategic plan.
  • Execute and manage your plan.
  • Review and revise the plan.

Because so many businesses lack in these regards, you can get ahead of the game by using strategic planning. In this article, we will explain what the strategic planning process looks like and the steps involved.

Strategic planning process

What is the strategic planning process?

In the simplest terms, the strategic planning process is the method that organizations use to develop plans to achieve overall, long-term goals.

This process differs from the project planning  process, which is used to scope and assign tasks for individual projects, or strategy mapping , which helps you determine your mission, vision, and goals.

The strategic planning process is broad—it helps you create a roadmap for which strategic objectives you should put effort into achieving and which initiatives would be less helpful to the business. 

Before you begin the strategic planning process, it is important to review some steps to set you and your organization up for success.

1. Determine your strategic position

This preparation phase sets the foundation for all work going forward. You need to know where you are to determine where you need to go and how you will get there.

Involve the right stakeholders from the start, considering both internal and external sources. Identify key strategic issues by talking with executives at your company, pulling in customer insights, and collecting industry and market data. This will give you a clear picture of your position in the market and customer insight.

It can also be helpful to review—or create if you don’t have them already—your company’s mission and vision statements to give yourself and your team a clear image of what success looks like for your business. In addition, review your company’s core values to remind yourself about how your company plans to achieve these objectives.

To get started, use industry and market data, including customer insights and current/future demands, to identify the issues that need to be addressed. Document your organization's internal strengths and weaknesses, along with external opportunities (ways your organization can grow in order to fill needs that the market does not currently fill) and threats (your competition). 

As a framework for your initial analysis, use a SWOT diagram. With input from executives, customers, and external market data, you can quickly categorize your findings as Strengths, Weaknesses, Opportunities, and Threats (SWOT) to clarify your current position.

SWOT analysis example

An alternative to a SWOT is PEST analysis. Standing for Political, Economic, Socio-cultural, and Technological, PEST is a strategic tool used to clarify threats and opportunities for your business. 

PEST Analysis

As you synthesize this information, your unique strategic position in the market will become clear, and you can start solidifying a few key strategic objectives. Often, these objectives are set with a three- to five-year horizon in mind.

strategic planning

Use PEST analysis for additional help with strategic planning.

2. Prioritize your objectives

Once you have identified your current position in the market, it is time to determine objectives that will help you achieve your goals. Your objectives should align with your company mission and vision.

Prioritize your objectives by asking important questions such as:

  • Which of these initiatives will have the greatest impact on achieving our company mission/vision and improving our position in the market?
  • What types of impact are most important (e.g. customer acquisition vs. revenue)?
  • How will the competition react?
  • Which initiatives are most urgent?
  • What will we need to do to accomplish our goals?
  • How will we measure our progress and determine whether we achieved our goals?

Objectives should be distinct and measurable to help you reach your long-term strategic goals and initiatives outlined in step one. Potential objectives can be updating website content, improving email open rates, and generating new leads in the pipeline.

3. Develop a plan

Now it's time to create a strategic plan to reach your goals successfully. This step requires determining the tactics necessary to attain your objectives and designating a timeline and clearly communicating responsibilities. 

Strategy mapping is an effective tool to visualize your entire plan. Working from the top-down, strategy maps make it simple to view business processes and identify gaps for improvement.

strategy map example

Truly strategic choices usually involve a trade-off in opportunity cost. For example, your company may decide not to put as much funding behind customer support, so that it can put more funding into creating an intuitive user experience.

Be prepared to use your values, mission statement, and established priorities to say “no” to initiatives that won’t enhance your long-term strategic position.  

4. Execute and manage the plan

Once you have the plan, you’re ready to implement it. First, communicate the plan to the organization by sharing relevant documentation. Then, the actual work begins.

Turn your broader strategy into a concrete plan by mapping your processes. Use key performance indicator (KPI) dashboards to communicate team responsibilities clearly. This granular approach illustrates the completion process and ownership for each step of the way. 

Set up regular reviews with individual contributors and their managers and determine check-in points to ensure you’re on track.

5. Review and revise the plan

The final stage of the plan—to review and revise—gives you an opportunity to reevaluate your priorities and course-correct based on past successes or failures.

On a quarterly basis, determine which KPIs your team has met and how you can continue to meet them, adapting your plan as necessary. On an annual basis, it’s important to reevaluate your priorities and strategic position to ensure that you stay on track for success in the long run.

Track your progress using balanced scorecards to comprehensively understand of your business's performance and execute strategic goals. 

balanced scorecard template

Over time you may find that your mission and vision need to change — an annual evaluation is a good time to consider those changes, prepare a new plan, and implement again. 

strategic planning

Achieve your goals and monitor your progress with balanced scorecards.

Master the strategic planning process steps

As you continue to implement the strategic planning process, repeating each step regularly, you will start to make measurable progress toward achieving your company’s vision.

Instead of constantly putting out fires, reacting to the competition, or focusing on the latest hot-button initiative, you’ll be able to maintain a long-term perspective and make decisions that will keep you on the path to success for years to come.

strategic planning

Use a strategy map to turn your organization's mission and vision into actionable objectives.

Related articles

Implement the strategic planning process to make measurable progress toward achieving your company’s vision and make decisions that will keep you on the path to success for years to come.

Kaizen methodology

How to Use Kaizen Methodology to Improve Business Processes

The Kaizen methodology is an easy way to engage employees and develop a culture of continuous improvement. It strives to eliminate silos, egos, and waste and instead aims for efficient and standardized processes. See why you should use Kaizen and how you can get started.

Receive product tips and expert advice straight to your inbox.

strategic planning process training

Strategy Planning Training

To master the process of strategic planning and execution for innovation and profitable business growth year after year

Lean in-house training provides theoretical and practical knowledge through exercises, simulations, and real-life success stories. Traditional classroom training is only effective when combined with a hands-on component that takes into account the specific features of the sector or business and includes on-the-job implementation.

The Strategy Planning program targets top managers who want to define the business’s mid-to-long-term vital strategic priorities, following a structured, participatory, and scalable approach supported by a continuous improvement culture.

Check out the next training courses in your region

Select Country

At client’s site

(price upon request)

Challenges to address

  • No strategic organization/department plans for improvement covering the next three to five years (growth, profitability, or other long-term objectives).
  • Past strategic planning has not delivered the expected results.
  • More than half of strategic initiatives are not executed.
  • Employees do not grasp the objectives and how to achieve them.
  • Planning and controlling processes are highly bureaucratic, time-consuming, and require plenty of resources.
  • Strat KAIZEN™ essentials.
  • Strat Review and Hoshin Deployment principles.
  • Company figures and market study.
  • Formulation of the strategic direction.
  • Reflection on the current strategical process.
  • Tracing the strategic opportunities.
  • Outlining of the strategic initiatives.
  • Setup of the one-page strategy for the top level.
  • Roadmap for strategy deployment and monitoring.

Ready to start?

Talk to one of our experts to select the best training for your organization’s needs

Our Training Offer

strategic planning process training

Leadership Seminar

To develop lean leadership skills for guiding management teams in their way to achieve a positive business impact and encourage the cultural change

strategic planning process training

Lean Transformation Program

To shape an organization’s system of excellence to spread the culture of lean and continuous improvement throughout the company

strategic planning process training

Value Stream Analysis

To master a profound diagnosis of end-to-end key processes for prioritizing improvement opportunities and designing a lean vision for the future

strategic planning process training


To empower multidisciplinary teams to lead improvement initiatives in short delivery sprints for the transformation of any organizational process

strategic planning process training

Agile Organization

To spread lean behaviors across all organizational levels for the teams’ progressive guidance in the most complex routines and tools

strategic planning process training

Insight Tours in Japan

To immerse in Japanese culture to fully understand the purpose and application of KAIZEN™ in real life

strategic planning process training

Benchmark Tours

To gather first-hand, on-site benchmark insights with open sharing of best practices to understand how your organization can become best in class

strategic planning process training

Lean and Six Sigma

To develop the basic and professional lean skills needed to begin and grow a Continuous Improvement culture

  • Gartner client? Log in for personalized search results.

Essential Guide to Strategic Planning

Strategic planning maps the initiatives and investments required to achieve long‑⁠term strategic objectives. Here’s how to do it well.

Strategic Planning Template

Download Your Guide to Strategic Planning Success

By clicking the "Continue" button, you are agreeing to the Gartner Terms of Use and Privacy Policy.

Contact Information

All fields are required.

Company/Organization Information

Please provide the consent below

I have read, understood and accepted Gartner Separate Consent Letter , whereby I agree (1) to provide Gartner with my personal information, and understand that information will be transferred outside of mainland China and processed by Gartner group companies and other legitimate processing parties and (2) to be contacted by Gartner group companies via internet, mobile/telephone and email, for the purposes of sales, marketing and research.

By clicking the "Submit" button, you are agreeing to the Gartner Terms of Use and Privacy Policy.

By clicking the "Begin Download" button, you are agreeing to the Gartner Terms of Use and Privacy Policy.

Strategic planning that works — even in volatile times

Just 29% of strategists say their organizations change plans fast enough to respond to disruption. What’s the problem? Most often, unclear objectives, poor strategic planning processes and disengaged business leaders.

Use this guide to:

Turn your strategy into action faster

Combat 7 mistakes  common to strategic planning

Capture and communicate your plans with an  exclusive one-page template

4 critical things to know about strategic planning

Especially in times of disruption, it’s key to understand what strategic planning is and does, what assumptions you need and how to leverage the value of adaptive strategy and scenario planning.

  • What Is Strategic Planning?
  • Strategic Assumptions
  • Scenario Planning
  • Adaptive Strategy

Strategy and strategic plans: How they are different and why it matters

Strategy creates a common understanding of what an organization wants to achieve and what it needs to do to meet its goals. Strategic plans bridge the gap from overall direction to specific projects and day-to-day actions that ultimately execute the strategy. Job No. 1 is to know the difference between strategy and strategic plans — and why it matters.

Strategy defines the long-term direction of the enterprise. It articulates what the enterprise will do to compete and succeed in its chosen markets or, for the public sector, what the agency will do to achieve its mission.

Strategic planning defines how the enterprise will realize its strategic ambitions in the midterm. Too often, strategic plans are created and then forgotten until the next planning cycle begins. A well-done strategic plan turns an enterprise strategy into a clear roadmap of initiatives, actions and investments required to execute the strategy and meet business goals.

Functional strategic plans document the choices and actions needed for the function to move from the current state to the desired end state, and contribute effectively to the enterprise business model and goals.

Business unit strategic plans define and finalize business unit goals, objectives and initiatives, while cognizant of enterprise priorities and external trends. 

Operational plans deal with the short-term execution of specific projects and changes, as well as any operational tasks not contained in the strategic plan.

What Is Strategic Planning?

If you’re responsible for functional strategy,  such as IT , create strategic frameworks focused only on what’s material — critical assumptions, relevant metrics and the key initiatives your function needs to contribute effectively to organizational goals, even as those goals shift.

Look out for key trends and disruptions, and test strategic assumptions

It’s critical to scan and respond to trends and disruptions that could impact your strategy and strategic plans — and change your strategic assumptions. Strategic planning cycles should incorporate some mechanism to vet assumptions for relevance (also see “Scenario Planning”).

Ignoring or devaluing trends and disruptions can leave critical gaps in both your strategic assumptions and your strategic planning process, because you may be overlooking both threats and opportunities for your value proposition and competitive positioning.

One Gartner survey found that only 38% of organizations have a formal process for this type of trendspotting. Gartner scopes the seven key areas of disruptive change as a “TPESTRE” of interconnected trend areas (see figure). 

Executives across functions and teams can use the TPESTRE construct to identify key trends at any time — from augmented human experience to purpose-driven organizations and digitally enabled sustainability — and analyze their impact. From there, they can build strategic assumptions around the trends as they begin to map what actions might be needed in terms of business models, people/capabilities, IT systems and resources.

After sudden humanitarian or geopolitical disruptions like the COVID-19 pandemic or Russia’s invasion of Ukraine, a framework like TPESTRE can help you identify and monitor  a range of risks  that may affect your enterprise or function and that you may need to include in scenario planning. 

Strategic Planning Trends

Scenario planning as a strategic planning tool for functions

Scenario planning enables executives and their teams to explore and evaluate plausible alternative futures to make strategic plans more robust and resilient. Pandemic-related disruption and volatility showed the importance of leveraging a range of scenarios to reset business strategy and strategic plans. 

Commonly used by strategists at the organizational level, scenario planning at the functional level is just as valuable. Many functional leaders have little experience with strategic scenario planning, even though they may regularly work with their CFO to build budget and forecast scenarios. Those who can learn and apply scenario planning in strategic planning can help their organization navigate volatile and dynamic conditions more effectively, especially in areas like supply chain , where disruption remains high.

Exploring scenarios enables you to determine suitable action plans or strategies for different possible futures. It reveals how to react to a specific future and which set of actions would make sense no matter what conditions ultimately unfold. 

For leaders of functional teams, developing scenarios and their underlying assumptions is in itself a useful exercise to corroborate or challenge strategies and keep them current.

The objective of scenario planning is to secure the best immediate outcome while preparing suitable alternative action plans, depending on how a situation unfolds. Proactively agreeing on both near-term operational decisions and long-term strategic plans will reduce the time it takes you to respond to emerging risks and opportunities. This can help your function preempt, rather than reactively control for, the negative effects of a major event or disruption.

scenario planning

Additional resources:

Guide to Scenario Planning for Functional Leaders

Scenario Planning for Supply Chain Leaders

Scenario Planning Ignition Guide for Marketing

Strengthen Your R&D Portfolio With Scenario Planning

Use adaptive strategic planning to enable a dynamic response

In an increasingly volatile and uncertain world, strategy can rapidly become out-of-date. To address this challenge, strategic planning must be adaptive. The faster the rate of change in operating conditions and the more disruptions you need to integrate into long-term strategy, the more adaptive your strategy models must be.

An adaptive strategy approach is what ensures your organization can spot new opportunities earlier and respond more quickly than your competitors, making you most likely to succeed in a dynamic digital world.

A truly adaptive strategy approach is consistent with four core practices (see figure) designed to move the enterprise from a rigid, top-down, calendar-based process to a more event-driven strategy approach. Functional strategy can incorporate the same principles. While a truly adaptive approach will be based on all four core practices, functional leaders can initially focus on the practices that address their immediate strategy challenges. 

Rather than requiring perfect or complete information to execute, adaptive strategy uses available information to identify immediate actions required for an enterprise or function to be successful. These actions may range from focusing on high-priority areas to making foundational investments or conducting experiments to test ideas. You can use insights from these actions, along with any new information and analysis, to identify your next set of actions.

Adaptive strategy requires you to review strategy whenever new (and relevant) information becomes available, so it’s important to continually scan the business context to identify changes and review — and, where necessary, adjust — strategy in response to changes. (Also see “Strategic Assumptions.”)

Adaptive Strategic Planning

Check out more strategic planning essentials for your function

Audit Compliance Finance Human Resources Information Technology Legal

Marketing Research & Development Risk Sales Service & Support Supply Chain

Experience Gartner Conferences

Join your peers for the unveiling of the latest insights at Gartner conferences.

strategic planning process training

Frequently asked questions

What is strategic planning.

Strategic planning is the process through which enterprises, functions and business units identify the roadmap of initiatives and portfolio of investments that will be required in the medium term to achieve long-term strategic objectives.

What are the four types of strategic planning and the three levels of strategic planning?

Strategic planning starts with setting strategy at the enterprise level, but that strategy must then be turned into action. The three levels of strategic planning typically refer to corporate versus business unit and functional. The four types of plans are typically strategic, operational, tactical and contingency.

What steps are involved in the strategic planning process?

To build a successful strategic plan with a consistent and sequential process,  functional leaders  should:

Ensure consistent usage of terms to minimize confusion in strategic planning and set a baseline for collaboration

Build a strong foundation for more detailed planning by setting or pressure-testing mission, vision and goal statements first

Streamline stakeholder input by limiting mission, vision and goal setting to senior leadership, and leaving objective, action plan, and measure and metric development to managers with execution expertise

What are the key elements of strategic planning?

The key elements of a successful strategic plan include:

Mission and vision.  The organization’s mission articulates its reasons for being, and the vision lays out where the organization hopes to be. The strategic plan, which links the two, must be adaptive enough to respond if the context changes during execution.

Strategic assumptions.  To build a successful strategic plan, leadership should scope for trends and disruptions, and assess their potential impact on enterprise goals.

Strategic plan design.  A rigorous strategic planning design effectively translates the strategy into plans that can and will be executed. Poor plans lead to poor execution.

What are the key terms in strategic planning?

Mission: Organization’s purpose

Vision: Desired future state

Objective: How to reach goals

Action plan: What’s needed to achieve objectives

Measures and metrics: To track progress toward goals

How do we design a strategic planning system?

Strategic planning “systems” refer to the tools used to document strategic plans. Gartner urges organizations not to focus on strategy in terms of the document they’re creating, but instead focus on turning strategy into an easily communicated action plan.

What is a strategic action plan?

The strategic action plan is a formal document that serves as the primary source of information for how objectives will be executed, monitored, controlled and closed. Many organizations also deploy an associated but separate “action plan” for achieving the operating model. 

What are strategic measures and metrics?

Measures are observable outcomes that allow organizations to evaluate the efficacy of their action plans. Metrics quantify those observed changes to enable an organization to concretely quantify its progress and stay aligned to its chosen measures.

What are the 7 key success factors involved in strategic planning?

These seven success factors are key to producing high-quality strategic plans that will be successfully executed yet responsive to change:

Focus on designing a minimally viable strategy.

Customize planning efforts to meet participants where they are.

Sketch out initiative design before prioritizing strategic actions.

Be clear about who owns what.

Cascade plans side to side, not just top-down.

Focus performance measures on key assumptions.

Pressure-test plans against a narrow set of future scenarios.

Drive stronger performance on your mission-critical priorities.


  • Training Calendar
  • Associate Level
  • Professional Level
  • Advanced Level
  • Introduction to Performance-Based Budgeting Concepts
  • Improving Program Management in Government
  • Enterprise Risk Management to Achieve Strategy
  • Improving Program Performance in Government
  • Leading Policy and Organizational Change in Government
  • Terms and Conditions
  • GovEd Talks
  • Data Protection
  • Become a Partner
  • Partner Portal


Strategic Planning

Strategic planning is a comprehensive and systematic methodology and tool designed to help agencies assess the current state and to nimbly respond appropriately to changes.

Learn to Effectively Plan at a Strategic Level

Download SF-182

Multiethnic group of young people sitting in conference room and brainstorming on business meeting-1


Leaders, key stakeholders, and project teams



Course Objectives

With a focus on a transparent future state, our Strategic Planning course seeks to increase effectiveness and develop understanding and consensus on strategies and objectives for achieving short and long-term goals .


Create clearly-defined mission and vision statements, organizational values, environmental analysis framework, and end outcome goals and with strategies to meet organizational objectives

Align your program mission and performance measures for greater results and the ability to prioritize and resource effectively.

Identify  the strategic elements and key lessons learned for building results-oriented programs

Conduct  an organizational readiness assessment to target barriers to change

Heather Bray-1

Course Instructor

Heather Bray

* Course instructors may vary based on the availability of our fellows

Upcoming Dates

Course Agenda

Connect Strategic Planning and Organizational Results

  • Discover why traditional strategic planning processes often fall short of delivering results
  • Identify the characteristics and requirements of successful strategic plans, planning processes, and implementation
  • Receive updates on the latest government performance mandates


Identify the Strategic Elements of Results-Oriented Agencies

Design and Evaluate Strategic Framework for enhanced Goal Achievement

Use a variety of environmental analysis techniques to analyze internal and external factors

Solicit stakeholder input for your strategic planning process

Identify all parties impacted by adopting new strategies and define a way to engage stakeholders

Develop Results-Oriented Outcomes to Understand Your Program’s Mission

Identify long-term goals

Align goals to mission and customer values

Measure the importance and relative impact of agency outcomes

Design Outcome-Focused Strategies

Develop results-oriented strategies and objectives to achieve outcomes

Identify effective, efficient strategies aligned to achieve outcomes

Create intermediate outcomes for tracking near-term progress.

Align Program Activities and Resources

Evaluate program activities based on strategic objectives

Allocate resources based on outcome goals

Eliminate barriers that must be overcome to achieve outcome goals

Implement and Manage Strategic Plans

Conduct an organizational readiness assessment to target barriers to change

Define a role for and appoint an external performance advisory panel

Appoint initiative owners to keep strategic initiatives on track

Why Learn With The

Performance Institute?


Subject Matter Experts

We provide cutting-edge expertise in the design, implementation, and evaluation of strategies to solve operational challenges and enhance individual, managerial and organizational performance.


Proved Methodology

The Certified Government Performance Manager (CGPM) program helps organizations build strategy and performance management competencies across all levels of government.


CPE/ NASBA Accredited

Performance Institute is registered with the National Association of State Boards of Accountancy (NASBA) as a sponsor of continuing professional education on the National Registry of CPE Sponsors.

The Performance Institute is a nonpartisan, private think tank seeking to improve public and private sector performance through the principles of transparency, accountability, performance, and engagement. We provide CPE and NASBA accredited trainings and certifications in performance-related areas, such as benchmarking, strategic planning, and emotional intelligence.


Join over 7,000 Government


Find out how we can help your organization improve performance.



Register Now

Contact us to find out how we can help your organization improve performance.


Lorem ipsum dolor sit amet, consectetuer adipiscing elit, sed diam nonummy nibh euismod tincidunt ut lao reet dolore magna aliquam erat volutpat. Ut wisi enim ad minim veniam, quis nostrud exerci tation

  • National Conferences
  • Certification
  • Policy Forums


[email protected]

© 2023 The Performance Institute. All Rights Reserved.

Terms and Conditions of Use | Privacy Policy


  • Our Accreditations
  • Our Clients
  • Our Strategic Partners
  • Testimonials
  • Expert Videos
  • Catalogues & Brochures
  • News & Press Releases
  • LinkedIn Forum
  • Find Training
  • Hotel Reservation
  • Mailing List
  • الدورات العربية

GLOMACS Training & Consultancy

Search for a Glomacs Course by Keywords

An Interactive 5-Day Training Course

Fundamentals of strategic planning, introduction.

This GLOMACS Fundamentals of Strategic Planning training course has been designed to cover all the fundamentals needed for effective strategic planning. It is intended for those wanting to develop their strategic awareness and prepare them for career enhancement, as well as those wanting to refresh their strategic planning skills.

This GLOMACS Fundamentals of Strategic Planning training course provides a range of recognised strategic analysis tools and techniques, considers the factors which help or hinder effective strategy implementation and recognises the importance of developing key leadership skills needed in strategic planning.

This GLOMACS Fundamentals of Strategic Planning training course will feature:

  • The relevance of strategy to all employees in organisations
  • Tools and techniques used in strategic analysis
  • Human factors affecting the success (or otherwise) of strategy implementation
  • Importance of effective communications at individual and organisational levels
  • The use of measurement to track performance and feed into the planning cycle
  • Development of strategic leadership skills

By the end of this GLOMACS training course, participants will be able to:

  • Understand the importance of clear Vision, Mission and Values statements
  • Be able to develop objectives for individuals and teams/departments feeding into corporate goals
  • Be able to use strategic planning tools to develop strategic options
  • Make use of key organisational procedures to enhance individual and organisational performance and deliver strategic objectives
  • Develop key leadership skills such as motivation and interpersonal communications, for effective implementation of strategic plans

Training Methodology

This GLOMACS Fundamentals of Strategic Planning training course will utilise a variety of proven highly interactive adult learning techniques to ensure maximum understanding, comprehension and retention of the information presented. This includes facilitated group and individual exercises, case studies, role-play, and videos. The instructor will also facilitate learning by encouraging the delegates to test and critically appraise any theories and concepts on the training course.

Who Should Attend?

This GLOMACS training course is suitable to a wide range of professionals from private, public and non-profit sectors:

  • Members of Management Team
  • Team Leaders
  • Line Managers
  • Project Professionals

Strategy is Everyone’s Business

  • Organisation’s Vision, Mission, Values and Goals
  • Using Scenarios to Envisage Possible Futures
  • Assessing and Managing Risk
  • Factors Influencing Decision-making
  • Aligning Individual Tasks and Behaviours to Organisational Goals

Strategic Planning

  • Using PESTLE to Analyse External Factors
  • How to balance the needs of diverse stakeholders?
  • Analysing the Capabilities of your Own Organisation
  • Undertaking Valuable SWOT Analyses
  • Turning Analysis into Strategic Plans

Overcoming the Challenges of Strategy Implementation

  • Develop Staff Engagement – hearts and minds
  • Make Use of Varied Communication Methods to Raise Strategic Awareness
  • Learn to Link Individual Goals and Tasks to Organisational Objectives
  • Use Measurement to Track Performance and Predict likely Outcomes
  • Understand How a Learning Organisation Links Detailed and Messy Implementation to Strategy Development

Developing Strategic Leadership Skills

  • Understanding Barriers to Change
  • How to motivate staff to deliver high performance?
  • Developing Your Leadership Skills: Situational Leadership
  • Using Coaching Skills to Deliver Higher Performance
  • Develop Your Interpersonal Communication Skills

Ensuring Organisational Procedures Support Strategy

  • Recognise the Dynamic Tension between Change /Innovation vs. Compliance
  • Recognise Elements of Organisational Culture which help Effective Strategy Deployment
  • Learn to Make the Performance Appraisal an Effective Tool in Delivering High Performance
  • How to ensure the strategic planning process delivers effective outcomes?
  • On successful completion of this training course, GLOMACS Certificate will be awarded to the delegates
  • Continuing Professional Education credits (CPE) : In accordance with the standards of the National Registry of CPE Sponsor, one CPE credit is granted per 50 minutes of attendance

Endorsed Education Provider

Quality Logo

GLOMACS is registered with the National Association of State Boards of Accountancy (NASBA) as a sponsor of continuing professional education on the National Registry of CPE Sponsors. State boards of accountancy have final authority on the acceptance of individual courses for CPE credit. Complaints regarding registered sponsors may be submitted to the National Registry of CPE Sponsors through its website: www.NASBARegistry.org

In Association With

The Energy Training Centre

The Energy Training Centre

Our collaboration with Energy Training Centre aims to provide the best training services and benefits for our valued clients

Visit website

Print Logo

Upcoming Dates

Seminar outline.


© 2023. Material published by GLOMACS shown here is copyrighted. All rights reserved. Any unauthorized copying, distribution, use, dissemination, downloading, storing (in any medium), transmission, reproduction or reliance in whole or any part of this course outline is prohibited and will constitute an infringement of copyright.

Print Logo

Send to Colleague © 2023. Material published by GLOMACS shown here is copyrighted. All rights reserved. Any unauthorized copying, distribution, use, dissemination, downloading, storing (in any medium), transmission, reproduction or reliance in whole or any part of this course outline is prohibited and will constitute an infringement of copyright.

  • Email Address To Send
  • Your Message
  • I Agree To These Terms

Sending your message. Please wait...

Send Successfully

There was a problem sending your message. Please try again.

Please complete all the fields in the form before sending.

Print Page © 2023. Material published by GLOMACS shown here is copyrighted. All rights reserved. Any unauthorized copying, distribution, use, dissemination, downloading, storing (in any medium), transmission, reproduction or reliance in whole or any part of this course outline is prohibited and will constitute an infringement of copyright.

  • Your Company
  • Your JobTitle
  • Your Email Address
  • Where did you hear about us? --- Referral Social Media Search Engines Marketing Campaigns Job Sites Other

Print Logo

Download PDF © 2023. Material published by GLOMACS shown here is copyrighted. All rights reserved. Any unauthorized copying, distribution, use, dissemination, downloading, storing (in any medium), transmission, reproduction or reliance in whole or any part of this course outline is prohibited and will constitute an infringement of copyright.

PDF Download

P. O. Box 74653 Dubai - UAE

Tel: +971 (04) 425 0700 Fax: +971 (04) 425 0701

E-Mail: [email protected]

Tax Registration Number: 100270246000003

  • Terms and Conditions
  • Classroom Training Courses
  • Online Training Courses
  • Certified Training Courses
  • Mini MBA Series
  • Masterclasses
  • Interactive Workshops
  • Conferences
  • New Courses
  • Courses in Arabic
  • 2023 Classroom Training Calendar
  • 2023 Online Training Courses
  • 2024 Classroom Training Calendar
  • 2024 Online Training Courses
  • LinkedIn LinkedIn
  • Facebook Facebook
  • Twitter Twitter
  • WhatsApp WhatsApp
  • Print Print
  • Add to favorites Add to favorites
  • Pinterest Pinterest
  • Email App Email App
  • Gmail Gmail
  • Reddit Reddit
  • Adfty Adfty
  • Amazon Amazon
  • Atavi Atavi
  • Bit.ly Bit.ly
  • BizSugar BizSugar
  • Blogger Blogger
  • Buffer Buffer
  • Diigo Diigo
  • Evernote Evernote
  • Flipboard Flipboard
  • Google Classroom Google Classroom
  • Myspace Myspace
  • QRSrc.com QRSrc.com
  • Skype Skype
  • Telegram Telegram
  • Trello Trello
  • Tumblr Tumblr
  • Yahoo Mail Yahoo Mail


Why Strategic Training and Development is Essential for Long-Term Business Success

Training programs come in many forms, depending on the organisation. What all should have in common is a strategic focus. That is, company goals the program will impact. 

Strategic training and development ties individual learning needs to business results. Not only does this give employees a better sense of purpose, it ensures that job roles and every day work are truly driving business success. 

Let’s walk through the steps in the process as well as examples of strategic training and development that you can easily implement today.  

what is strategic training and development

What is strategic training and development?

Strategic training and development is the process of designing specific employee training programs that directly align with business needs. Training with a strategic focus develops the capabilities and tools that employees need to successfully carry out their jobs. In turn, the capabilities gained give organisations a competitive edge.  

What is the strategic training process?

The difference between regular employee development and training with strategic goals comes down to a few characteristics. 

  • All development activities are based on the strategic objectives of the organisation.  
  • The learning framework is general enough to be applied to any business function’s needs, but specific enough that it can address niche training requirements. 
  • Continual reporting, analysis and iteration is a core part of the process for L&D professionals. 
  • Management are key champions.  
  • Training activities are tailored to personal needs to ensure learning sticks.  

The above must exist and be routinely utilised in a strategic training process, particularly one that supports human resource management. At the centre is a performance outcome or behavioural change. Thus, the main differentiator is that strategic training and development programs look long-term. 

What are the steps in a strategic training and development process?

This process is always rooted in business-level outcomes. While you’re looking for performance outcomes at the individual level, these outcomes need to have business impacts. It’s also a cyclical process where each step informs the next.  

infographic showing the cyclical nature of the strategic training & development process

Define strategic initiatives

If we’re thinking long-term for current activities, we need to start at the top: Business strategy. What is the ultimate business value that any given training program will provide? 

If you don’t know what you’re trying to achieve, you can’t effectively identify or track results. And even if you do experience a positive result, you probably won’t be able to accurately retrace your steps to replicate it. This is why we want to have quantifiable training initiatives. 

Look at your business drivers. This is usually where organisations pull from strategic planning tools like a  capability framework , because these are what make a business effective. If you don’t have one, there are two ways frameworks derive business drivers. 

  • Public sector capability frameworks  look at key high-level behaviours and attributes.  
  • Private enterprise frameworks often develop capabilities from business units and technical and leadership skills.  

Content creation, customer management and predictive analytics are capabilities derived from business functions. Human abilities like leadership , collaboration , and decision-making are also developable capabilities that impact the bottom line. To make these initiatives, we just have to think about the link to job performance.  

This is where legacy learning tech is going to let you down. Most LMSs focus on plugging massive content libraries that force learners to wade through largely irrelevant content. If they do complete training, you base improvement on completions, which shows nothing but that they ticked a box.

It was this complaint that lead us to create Acorn performance learning management system (PLMS), a first-of-its-kind learning solution that guides learners step-by-step to master the specific capabilities of their roles. That includes curating content and mapping it to those specific capabilities, so learners so only what is relevant to their capability needs, and capturing experiences that are happening outside the platform and transforming them into learning assets.

And given learning starts and ends with capabilities, this enables reporting that shows true business impact, thus proving the strategic nature of your training and development.

Find your gaps

Whatever the initiative, you want key performance indicators (KPIs). KPIs are what make strategic training an iterative, cyclical process and, well, strategic, as they give you a measure of change.  

Start by prioritising capabilities based on the impact they will have on desired business goals and the availability of said capability within your organisation. This comes down to performance.  

Observation, performance reviews and even time tracking can give insight into how effectively employees apply capabilities. We note this isn’t breathing down people’s necks or questioning why they spent so long on something. It’s an objective analysis of the way work gets done.  

Say you realise Project Management is the lynchpin capability for an upcoming project, because there’ll be multiple players from different teams collaborating. But it’s sorely lacking in a young, junior-level workforce. There’s the training opportunity and priority, all in one. It also means there are ample practice opportunities, too. To define KPIs, think about what the  end goal of performance is and the progress towards it . Consider quantifiable training metrics (efficiency, quality, time) as well your reporting periods—KPIs need to be achievable.     

Personalise activities 

Training can be a change strategy, but only if it  reflects how people work . Consider the day in the life of employees. What are they good at and why? Does a Technical Support Officer excel when talking with customers because they are empathetic or because they understand the technology well enough to explain it? What are the blockages (new skills, processes or technology )  in their workflow? How do they structure their days? 

Any program should be practical to an employee’s day-to-day, while the mode of training should complement it. As much as we’re thinking long-term, training needs to be accessible, timely and relevant in the interim for employees to engage with it.  

This is where managers are key. They should be openly discussing career progression and preferences with their employees (because managers directly impact the way training is viewed in the workplace culture), even co-designing the process.  

Consider modes of training like: 

  • On the job training , such as mentoring, coaching and job shadowing. These are beneficial for behavioural capabilities like people leadership, because true development translates theory into actions.    
  • External learnings through third party providers.  
  • Long-term study, such as a graduate certificate. 
  • Short-burst training e.g. video-based micro-courses. 
  • Online training as accessed through a  learning management system .  

You could take a holistic and experiential approach through a blended learning experience that combines any of the above. Let employees choose topics of training that interest them, too. These can be drawn from your pool of capabilities or business drivers, even if not necessary for one’s job. An IT professional looking at the psychology of product design, for example.  

Analyse impact 

This is the step that makes the process cyclical. It’s also where you show the  ROI of training , ensuring that organisational value is easy to convey because: 

  • You’re not making assumptions 
  • Training is truly impactful on employee day-to-day 
  • Learning outcomes are solving business pain points.  

If this all sounds familiar, it’s because we’re borrowing from the  Kirkpatrick training evaluation model . The focus is always on tangible outcomes that occurred—and  only  occurred—because of training.  

kirkpatrick evaluation model diagram

In this case, you can use learning-based metrics like:  

  • Content completions 
  • Progression rates 
  • Performance reviews 

To better understand organisational results such as: 

  • Customer satisfaction/complaints 
  • Employee satisfaction/engagement 
  • Project/process iterations. 

Whatever insights you gain here you funnel back into the process. Say increased customer satisfaction was an intended outcome. Satisfaction scores haven’t increased in the three months since support staff were meant to undertake an emotional intelligence. Look to the content completions and progression rates. If they’re low, you may need to revisit program design to boost engagement .  

Examples of strategic training and development programs 

Before you dive into fleshing out a program, keep in mind that some training may not be strategic even if  important to your business . That’s training like: 

  • Compliance, which is crucial for obvious reasons.  
  • Onboarding. It sets the tone for new hires, but the knowledge shared is usually only beneficial for getting the lay of the land in their first few months.  
  • Product. This keeps your engine running as knowledge critical for certain job roles.  

The key difference between these types of training and training with strategic impact is that they are niche topics for a certain moment in time. Strategic training looks long-term, often encompassing short-term initiatives.  

Initiative: Leadership development

Leaders are the core of workplace culture, which means any displays of agility, resilience and strategy filter down to employees. Equally, any negative attributes (poor delegation, opaque decision making, lacking business knowledge) will be obvious to those leaders are meant to influence.  

Obviously, leaders aren’t just born or developed overnight. Having a talent pipeline to promote from takes time to develop, but it should be started as early as possible since leaders are the make-or-break role in your organisation. It’s easier to develop the leaders you want and need.  

Program: Mentoring

Leadership is something that is better learned than studied. Ergo, opt for a largely face-to-face approach that’s reinforced by online modules on topics like conflict resolution. Many great leaders will say experience is what sets them apart from junior roles, because experience provides context. Mentoring benefits both mentee and mentor, since it builds new knowledge in one and develops and reinforces skills in the other.  

To  establish a mentoring program , start by identifying the people best for mentoring and being mentored. Bring it back to capabilities and authority. Who in your organisation is highly proficient? Who do employees routinely turn to with questions? Get managers to spotlight employees who either want to undertake mentoring or would benefit. The key thing to get right is matching mentee and mentor by capabilities, personality (hint: too similar can make for echo chambers) and experience.  

Initiative: Social learning 

Don’t knock it. Even at our most introverted, we are generally a social workforce. Think of the mission-critical knowledge that is shared in non-trackable ways: Between peers throughout the day, within meetings, on the coffee run.  

Your competitive advantage is being shared here, without you even knowing or encouraging it. (Think about  cross-cutting decisions .) And knowledge sharing depends on your culture. Poor culture means knowledge is more likely to be siloed. So, encourage  social sharing .  

Program: Lunch & learns 

Informal but impactful. That’s how we’d sum up the lunch and learn. Not all training needs to be extremely formal—social learning is an easy way of quickly improving employee knowledge. 

Lunch and learns  bring the benefits  of: 

  • Efficiency. Training may be a luxury in smaller teams. Inviting guests or having team members “preach” to their peers during the working day can be cost and time effective. 
  • Cross-training. The communications team talking about marketing strategy can be insightful for the customer team, who they may not interact with otherwise. 
  • Being geo-agnostic. A remote workforce means scattered information and  a lack of tacit knowledge , but the convenience of video calls makes lunch and learns accessible to all.  

It also means you can relay new or updated information faster. The product team may give a presentation on an upcoming launch, and with that comes the specialist expertise they have of the product. Other employees can ask questions as they need and get answers immediately, removing the potential for miscommunication later.  

Initiative: Capability building 

There’s not a lot to say here that hasn’t already been said. Capabilities—technical or soft, core or complementary—need to be continuously developed in your existing workforce as they determine your long-term success. Sometimes, you can’t hire for emerging skills. That’s where the stretch assignment comes in.  

Program: Stretch assignments

Keeping high performers engaged is tricky. They learn and evolve quickly, so a challenge isn’t a challenge for long. Stretch assignments are often labelled soft promotions as they add dimension and responsibility to an employee’s job, while helping solve a business problem. While not entirely exclusive, it’s also something you can trial on a small group of employees—namely those who are starting to outpace their current role.  

They’re truly impactful and easily implemented because they get employees on the ground. Training is practical, immediately or directly impacts the business and is reinforced by social sharing, making it low cost. Many assignments can give employees a chance to try out leadership, too.  

Examples of stretch assignments include: 

  • Serving on a special task force 
  • Leading a new project or implementation 
  • Relaunching or optimising an internal initiative (such as lunch and learns) 
  • Mentoring an entry-level or junior employee 
  • Representing the organisation to clients or at events.  

Key takeaways

Training and development should never be done for the sake of it. Aligning training with business strategy means employees are developing capabilities critical to business sustainability, growing their skillsets while driving competitive advantage. Offering practical training and development means you can boost job performance and company performance in one—as long as you’re continually assessing your methods to keep up with today’s business environment, that is.  

Share this post!

Related Reads on This Topic

L&D causation vs causation

Opinion Piece: L&D and the Correlation-Causation Fallacy 

Correlation shouldn’t be used to prove L&D ROI. Discover why causation is the key to showing impact and justifying decisions to executives…

business leader mapping capabilities

How to Do Capability Mapping Like a Pro

Learn how the capability map can be used to define your current state of business and the gaps to cover for future success…

Michelle Parry-Slater Strategic L&D Podcast

The Best Path and Goals to Get to Truly Strategic L&D

Why learning culture should be the aim for L&D teams, and how to get there by speaking the strategic language of your organisation…

Training Industry

Strategic planning workshop.

  • Download Brochure
  • Program Overview
  • Course Calendar
  • Meet Your Instructors
  • Develop Your L&D Team
  • Learning Journeys
  • Strategic Planning Home

Strategic Planning pricing. Regular price $595. CPTM price $476. Price includes one half day session, badge awarded, held virtual, sessions for every time zone, course is held in english language


Training initiatives are most impactful when they are aligned with key business priorities. As the most important process capability of the training manager role, strategic alignment is critical for any high-performing training organization. Creating alignment starts with a plan that connects training to organizational goals and a roadmap outlining how those goals are achieved through training processes and initiatives. On the surface, creating a strategic plan can seem daunting. How can you get started on your strategic planning journey?  

Creating alignment starts with a plan that connects training to organizational goals and a roadmap outlining how those goals are achieved through training processes and initiatives. Start your journey with Training Industry’s Strategic Planning Workshop, where you will be provided with the tools and framework you need to successfully plan and execute your strategy. Rooted in the research-based Training Manager Competency Model™ , this course will prepare you for your role in creating a strategic plan that maximizes the business impact of training.


Attend the Strategic Planning Workshop and gain the tools , templates and frameworks you need to create strategic alignment between your training function and the business goals it supports. Access a sneak peek of the course content now by downloading the Strategic Planning Toolkit  template.

Download the brochure to learn how this class will give you the tools to create your training function’s strategic plan .  

View upcoming course dates for this program. View the entire Training Industry   course catalog .

Contact Us View Brochure

Training Industry offers discounted rates for groups of two or more as well as the option to have a private session! Contact us today to learn more about the benefits of group development.

Training Industry Workshops have been pre-approved to fulfil four  Certified Professional in Training Management  (CPTM™) recertification credit hours.  

Learn  how the Strategic Planning Workshop can help you earn recertification credits for other leading HR and training certifications, including SHRM and ATD credentials.  

Stay up to date on the latest articles, webinars and resources for learning and development.

Privacy Overview

strategic planning process training

Training & Development

The strategic management process in training and development.

A team of co-workers involved in strategy planning for their organisation

Strategic management is the process of achieving organisational objectives and making well-informed decisions after careful planning and consideration during each step. In today’s fast-evolving business landscape, organisations must continually adapt to remain competitive. An organisation’s workforce is of course a critical driver of its success. Therefore, effective training and development demand more than a haphazard approach. They require organisations to employ a strategic management process.

This article explores the significance of the strategic management process in training and development, outlining its four crucial steps, discussing key frameworks for implementation, and more.

Why Is the Strategic Management Process Important for Your Organisation?

Before getting into the intricacies of the strategic management process in training and development, let’s first understand why it holds such significance.

In essence, the strategic management process ensures that training initiatives align closely with an organisation’s objectives. This alignment is crucial for moving the company towards its goals and achieving long-term objectives.

Moreover, it’s essential to make the most of the resources available within the organisation to achieve success. Strategic management helps businesses allocate their resources more efficiently, including human resources, time, and financial investments. As a result, by focusing resources on initiatives that directly contribute to strategic goals, waste in organisations is significantly reduced.

Adaptability is crucial in the constantly changing business environment in order to achieve long-term success. In the same way, the pivotal factor for sustained growth and prosperity is the acceptance of change. Strategic management provides organisations with tools to adapt to changes and stay ahead of competitors. Having a competitive advantage is the holy grail of any business’s success. With a strategic management process in place, your company can differentiate itself from competitors by fostering a culture of innovation, continuous improvement, and a focus on core competencies.

Strategic management also contributes to employee engagement and retention. Employees who receive relevant and meaningful training are without a doubt more likely to be engaged and satisfied with their work. This, in turn, leads to higher staff retention rates and a more motivated workforce.

Now that we understand the importance of the strategic management process in training and development, let’s delve into the four key steps involved. The Four Steps in the Strategic Management Process

The strategic management process in training and development comprises the following four steps, each playing an important role in ensuring the success of training initiatives.

1. Environmental scanning

The first step in the strategic management process involves analysing both internal and external factors that can impact your organisation. This includes gathering information, analysing events, and understanding how they could impact your organisation. Your internal environment encompasses your company’s strengths and weaknesses, while the external environment involves market trends, competition, and regulatory changes.

Thus, by identifying these factors, you can make well-informed decisions about your training and development needs, ensuring they align with your strategic goals.

2. Strategy formulation

Once you clearly understand your internal and external environment, the next step is to formulate a strategy. This strategy should define specific training goals and objectives that align with the organisation’s corporate strategy. Defining SMART goals (Specific, Measurable, Achievable, Relevant, and Time-bound) can help guide your training initiatives effectively.

3. Strategy implementation

With a well-defined strategy in place, it’s time to implement it. This phase involves creating and delivering training content to your employees. You should develop training materials, choose appropriate delivery methods, and monitor progress to ensure that actions align with your strategy.

4. Strategy evaluation

The final step is strategy evaluation. In this phase, you need to measure and analyse the effectiveness of your training initiatives in achieving the strategic objectives. Defining key performance indicators (KPIs) is helpful when assessing how successful your training programme is. After that, you can use feedback and data to improve your strategies as needed.

Differentiating Strategic Management from Strategic Planning

It’s essential to distinguish between strategic management and strategic planning:

  • Strategic planning involves setting goals and defining strategies for the future. In other words, it’s a high-level, long-term process that sets the direction for your organisation.
  • Strategic management , on the other hand, is an ongoing process of executing and adapting the strategies defined during planning. That is to say, it focuses on the day-to-day activities that drive your organisation towards its objectives.

In the context of staff training, strategic planning determines what skills are needed in the future, while strategic management focuses on implementing and evaluating training programmes to develop those skills effectively.

Strategic Management Frameworks

There are many frameworks that can help guide your organisation in implementing the strategic management process effectively. It’s essential to find the right one for your organisation. In the text below, we will provide more detailed information about the following four commonly recognised frameworks:

1. SWOT analysis

A SWOT analysis helps identify internal strengths and weaknesses as well as external opportunities and threats. This analysis guides the development of training strategies that effectively leverage strengths and address weaknesses.

It is recommended to conduct regular SWOT analyses to stay attuned to your organisation’s internal and external dynamics.

2. Balanced scorecard

The balanced scorecard is a strategic metric that measures organisational performance from multiple perspectives, ensuring alignment with corporate strategy. It can help link training initiatives to various aspects of your business.

You can develop a balanced scorecard specific to your organisation to monitor the impact of training on key performance metrics.

3. Six Sigma

Six Sigma is a statistical tool used to improve business processes. It can be applied to your training processes, identifying and eliminating defects or inefficiencies, ultimately making training more effective and efficient.

In essence, implementing Six Sigma principles in your training development process can enhance quality and efficiency within your organisation.

4. McKinsey 7s Model

The McKinsey 7S Model is a framework used to analyse and align various elements within an organisation to ensure the effective implementation of strategies. By applying the McKinsey 7S Model to training and development, organisations can ensure that their human resources and organisational elements align with their strategic goals, ultimately leading to better performance and results.

The Role of Communication in Strategic Management

Effective communication is the glue that holds your organisation’s strategic initiatives together. Here’s how communication contributes to your strategic success:

1. Aligning your workforce

Clear and transparent communication ensures that every member of your organisation understands the strategic objectives and their role in achieving them. This promotes a culture of unity and shared purpose. It is therefore vital to develop a communication plan that circulates strategic information throughout your organisation regularly.

2. Feedback loops

Communication channels enable the collection of feedback from employees, clients, and stakeholders. This feedback provides valuable insights into the effectiveness of your strategies and highlights areas for improvement. Establish regular feedback mechanisms, such as surveys and open forums, to gather insights and make informed adjustments.

3. Nurturing a culture of learning

Effective communication encourages a culture of continuous learning and development. When employees feel their voices are heard, they are more likely to engage in training programmes and seek opportunities for improvement. Foster a culture of open dialogue where employees are encouraged to share ideas, concerns, and feedback.

The Importance of Data in Strategic Management

strategic planning process training

Data is the lifeblood of strategic management. Firstly, it provides the insights necessary to make informed decisions. Secondly, it enables you to evaluate the progress and success of strategies. And thirdly, it allows organisations to drive continuous improvement.

1. Informed decision making

Data-driven decision-making ensures that strategies and actions are based on evidence rather than assumptions. It helps organisations identify areas that require attention and resources. Invest in data collection and analysis tools to support evidence-based decision-making in your training and development initiatives.

2. Monitoring progress

Data allows organisations to monitor the progress of their training programmes in real time. It provides visibility into whether you are meeting training objectives and where you may need to make adjustments.

3. Continuous improvement

Data also facilitates continuous improvement. By analysing training outcomes and learner feedback, organisations can identify areas for enhancement and make necessary adjustments. For this reason, you should regularly review data and use it to refine your training strategies.

The Bottom Line

In summary, the strategic management process is a proactive approach to training and development. Organisations can succeed in an ever-evolving business landscape when aligning training initiatives with strategic objectives. However, effective communication and data-driven decision-making are the essential pillars that support this process, ensuring that organisations not only navigate change successfully but also thrive and excel in their industries.

Streamlining strategic management within the realm of training and development becomes feasible with the incorporation of a Learning Management System (LMS). Lesson Desk’s Head Office portal empowers you to oversee every aspect of your training programmes effortlessly. You can seamlessly upload and distribute training content, allocate learners to specific roles and career paths, monitor learner progress, and generate comprehensive reports, all through a user-friendly web interface. Contact Lesson Desk at [email protected] to book a free demo and witness how their LMS can empower you in strategically overseeing your training and development endeavours.

This article first appeared on Lesson Desk: https://www.lessondesk.com/news/article/651fe7386ed9db001ac18041/the-strategic-management-process-in-training-and-development

  • Talent Management Strategies at the Big Four: Insights for HR Professionals
  • HR Professional, tired of fraud?
  • How HR Teams Can Build a Strong US-Canadian Workforce Through Employee Training
  • How HR Can Help Improve and Maintain Workplace Safety

You may also enjoy these articles:

Business hours.

We are open:

Mon – Fri : 8:00 am – 4:30 pm

Saturday, Sunday and Public Holidays : closed

If you have a question or would like to get in touch with us, contact us on +27 11 888 8914 or [email protected]

Helpful Links

  • Terms and Conditions
  • Find a job anywhere in the world


  1. Strategic Planning Process in 5 Simple Steps

    strategic planning process training

  2. The 5 Step Process of Strategic Planning

    strategic planning process training

  3. Organizational Strategic Plan- Elements and Examples

    strategic planning process training

  4. PPT

    strategic planning process training

  5. Value-Based Strategy Decomposition

    strategic planning process training

  6. 7 Steps to Strategic Planning Process

    strategic planning process training


  1. Lesson 10

  2. Introduction to Strategic Planning

  3. Three Steps to Implement IT Strategic Planning [Webcast]

  4. What is Strategy

  5. Strategic Planning Skills for Professionals. Boost your career opportunities with our course

  6. Strategic Planning Approach


  1. Strategic Planning: 5 Planning Steps, Process Guide [2023] • Asana

    Julia Martins • October 6th, 2022 • 10 min read Summary A strategic plan helps you define and share the direction your company will take in the next three to five years. It includes your company's vision and mission statements, goals, and the actions you'll take to achieve those goals.

  2. Strategic Planning Training & Business Strategy Courses

    Strategic Planning Training Programs Learn to plan and execute effective strategies with AMA's live online or in-person courses Corporate leaders need effective strategy formulation skills to reach business goals and improve profitability.

  3. Learn Strategic Planning Online

    Curated from top educational institutions and industry leaders, our selection of Strategic Planning courses aims to provide quality training for everyone—from individual learners seeking personal growth to corporate teams looking to upskill.

  4. The Strategic Planning Process in 4 Steps

    Step 1: Determine Organizational Readiness Set up Your Planning Process for Success - Questions to Ask: Are the conditions and criteria for successful planning in place at the current time? Can certain pitfalls be avoided? Is this the appropriate time for your organization to initiate a planning process? Yes or no? If no, where do you go from here?

  5. Strategic Planning: A 10-Step Planning Process

    Strategic planning is an ongoing process by which an organization sets its forward course by bringing all of its stakeholders together to examine current realities and define its vision for the future. It examines its strengths and weaknesses, resources available, and opportunities. Strategic planning seeks to anticipate future industry trends .

  6. Strategic Planning Training

    2 Lesson (s) 08/01/2024, 9:00AM- 5:00PM; 08/02/2024, 9:00AM- 4:30PM; Register Now. 2695.00 $. Reserve your seat and learn the basics of strategic planning, with this engaging training course. This two-day seminar provides a comprehensive overview of the strategic planning process.

  7. Strategic Planning Training

    2 Lesson (s) 08/05/2024,11:00AM- 7:00PM; 08/06/2024,11:00AM- 6:30PM; Register Now. 2795.00 $. This instructor-led strategic planning course is designed to help attendees develop the necessary skills for the implementation of strategic business planning.

  8. Strategic Planning

    Strategic Planning Process Steps. ... Virtual Strategic Planning Training. Strategic planning is a career that involves many different skills and requires a deep commitment—and we have courses that meet that level of ambition. With over 40 locations across the U.S., we've crafted immersive and expert-level programs. ...

  9. Strategic Planning Process Steps

    Strategic planning process steps. Determine your strategic position. Prioritize your objectives. Develop a strategic plan. Execute and manage your plan. Review and revise the plan. Every business should have a strategic plan—but the number of businesses that try to operate without a defined plan (or at least a clearly communicated one) might ...

  10. Strategy Planning

    Strategy Planning Training To master the process of strategic planning and execution for innovation and profitable business growth year after year Lean in-house training provides theoretical and practical knowledge through exercises, simulations, and real-life success stories.

  11. Top Strategic Planning Courses Online

    Top Strategic Planning Courses Online - Updated [November 2023] Save big on Black Friday | Fill your cart with skills. Courses from $9.99 until Nov 24. 6 days left!

  12. PDF The Complete Guide to Strategic Planning

    Strategic issues are critical unknowns that are driving you to embark on a strategic planning process now. These issues can be problems, opportunities, market shifts or anything else that is keeping you awake at night and begging for a solution or decision. Questions to Ask:

  13. Strategic Planning Tools: What, Why, How, Template

    Strategic planning maps the initiatives and investments required to achieve long‑⁠term strategic objectives. Here's how to do it well. Download Your Guide to Strategic Planning Success Turn your strategic plans into reality with an exclusive template and actionable insights. Work Email

  14. Strategic Planning

    Strategic Planning course seeks to increase effectiveness and develop understanding and consensus on strategies and objectives for achieving short and long-term goals. Create clearly-defined mission and vision statements, organizational values, environmental analysis framework, and end outcome goals and with strategies to meet organizational ...

  15. Fundamentals Strategic Planning Training Course

    This GLOMACS Fundamentals of Strategic Planning training course will feature: The relevance of strategy to all employees in organisations. Tools and techniques used in strategic analysis. Human factors affecting the success (or otherwise) of strategy implementation. Importance of effective communications at individual and organisational levels.

  16. Free Online Strategic Planning Skills Training Course

    This free online strategic planning skills training course will provide you with the skills for developing a clear understanding of your organization's current and desired state, its operations and market position.

  17. Strategic Planning

    1. Strategy Formulation In the process of formulating a strategy, a company will first assess its current situation by performing an internal and external audit. The purpose of this is to help identify the organization's strengths and weaknesses, as well as opportunities and threats ( SWOT Analysis ).

  18. The Key to Success: Strategic Training & Development

    Continual reporting, analysis and iteration is a core part of the process for L&D professionals. Management are key champions. Training activities are tailored to personal needs to ensure learning sticks. The above must exist and be routinely utilised in a strategic training process, particularly one that supports human resource management.

  19. Workshop in Strategic Planning for the Training Function

    Attend the Strategic Planning Workshop and gain the tools, templates and frameworks you need to create strategic alignment between your training function and the business goals it supports. Access a sneak peek of the course content now by downloading the Strategic Planning Toolkit template. Download the brochure to learn how this class will ...

  20. Strategic Planning Process

    The strategic planning process involves conducting an organizational analysis process that evaluates an organization's personnel, work environment, operations, and growth to understand the...

  21. The Strategic Management Process in Training and Development

    Strategic management is the process of achieving organisational objectives and making well-informed decisions after careful planning and consideration during each step. In today's fast-evolving business landscape, organisations must continually adapt to remain competitive. An organisation's workforce is of course a critical driver of its success.

  22. Strategic Planning

    Strategic Planning. Strategic planning is a systematic process to identify and analyze problems, to set goals and objectives for addressing those problems, to select and implement evidence-based strategies for solving those problems, and then to evaluate the success of the strategies. Engaging in these steps will ensure that (1) efforts are ...

  23. PDF Training Module : Developing Your Strategic Plan

    Critical envisioned Value of the Strategic Planning Process Strategic Planning Process Establishes consensus for organizational vision and values Identifies opportunities and challenges Serves as the filter for all business decisions Develops measurable goals and a framework for midstream adjustments

  24. Why Strategic Planning Is a Continuous Journey

    A continuous strategic planning approach will not only drive business success but also eliminate business waste, for example, unstructured meetings, nebulous directives, misused time, etc., and ...