Main Strategy for Control in Organization
Basics of Identifying Strategic Issues and Goals
Written by Carter McNamara, MBA, PhD | Applies to nonprofits and for-profits unless noted
This activity is usually conducted as part of the overall strategic planning. Therefore, the reader might best be served to first read the information in the topic Strategic Planning.
Strategic issues and goals are usually identified near the end of the strategic analysis activity (which usually includes doing an environmental scan and SWOT analysis.)
1. Identify issues by addressing questions such as: a) “What external changes could effect the organization?” Consider, e.g., - changing demographics of stakeholders, including number, values, resources, power, etc.; - changing rules and regulations; expectations and resources from customers, vendors, etc.; - expected shifts in needs for products and services; availability of leadership and staffing; and - what other current or new organizations provide similar services? b) “What could be the effects of these changes in terms of threats or opportunities?” c) “What changes must we make to address the threats?” d) “What strengths can we build on to take advantage of the opportunities?”
(If planners seem reluctant to address these questions, allocate half an hour for a highly focused discussion around their reasons for not addressing these questions.)
2. Use a round-robin technique to collect and organize members’ input.
3. Visit with each issue, whether it’s “important” or “urgent.” Often, issues seem very important when they're only urgent, for example, changing a flat tire is an urgent issue -- but you'd never put "changing a tire" in your strategic plan. Attend only to the important issues and not the urgent issues. Attend to the important issues and not the urgent issues.
4. Facilitate to gain consensus on the top three to five issues and goals, and them prioritize them.
5. Issues and goals usually come from strengths to be build on,
Written by Carter McNamara, MBA, PhD | Applies to nonprofits and for-profits unless noted
This activity is usually conducted as part of the overall strategic planning. Therefore, the reader might best be served to first read the information in the topic Strategic Planning.
Strategic issues and goals are usually identified near the end of the strategic analysis activity (which usually includes doing an environmental scan and SWOT analysis.)
1. Identify issues by addressing questions such as: a) “What external changes could effect the organization?” Consider, e.g., - changing demographics of stakeholders, including number, values, resources, power, etc.; - changing rules and regulations; expectations and resources from customers, vendors, etc.; - expected shifts in needs for products and services; availability of leadership and staffing; and - what other current or new organizations provide similar services? b) “What could be the effects of these changes in terms of threats or opportunities?” c) “What changes must we make to address the threats?” d) “What strengths can we build on to take advantage of the opportunities?”
(If planners seem reluctant to address these questions, allocate half an hour for a highly focused discussion around their reasons for not addressing these questions.)
2. Use a round-robin technique to collect and organize members’ input.
3. Visit with each issue, whether it’s “important” or “urgent.” Often, issues seem very important when they're only urgent, for example, changing a flat tire is an urgent issue -- but you'd never put "changing a tire" in your strategic plan. Attend only to the important issues and not the urgent issues. Attend to the important issues and not the urgent issues.
4. Facilitate to gain consensus on the top three to five issues and goals, and them prioritize them.
5. Issues and goals usually come from strengths to be build on,