For some, Strategic Planning is all about creating “the Plan”. In that mindset, there is a lot of focus on the document, and how to be sure it is all-encompassing and yet easily understood. However I've come to view “the Plan” as only the midpoint of the ongoing “process of planning”. And I've seen organizations thrive when they move beyond creating a great Plan to embracing planning as another ongoing management discipline just like finance, human resources, or supply chain management.

It's about the Process  In this view, there is a lot of important work leading up to the creation of the plan document.  I refer to that work as inputs.  And, many plans specify subsequent work that needs to be done if vision or goals are to be realized, which I refer to collectively as outputs.  Because we operate in a world of change, some aspects of this work should be continuous, not sporadic.  Organizations that embrace this ongoing, broader view are much more likely to realize success from their plan.

Strategic Plans represent an organization’s desire for growth, sustainability, and measurable success…in essence, to improve.  Perhaps that is why I’ve been so drawn to understanding Strategic Planning as a process, for at the core of continuous process improvement we have the Plan-Do-Check-Act (PDCA) or Shewhart Cycle (see middle of diagram at right).  Working in both Strategic Planning and Process Improvement, this similarity has always been very compelling to me.

Data Informed Planning  Those inputs leading up to creating the plan include a great deal of data collection and analysis eventually taking the form of three assessments: Industry, Market, and Organization.  Compiling these assessments often entails primary and secondary research, customer and stakeholder feedback, and sometimes highly structured needs assessments.  Much of this work is about surveillance and listening, which, in a world of change, needs to be ongoing.

And the outputs of a good plan are often related to the tactics, or the actual work that is envisioned to achieve the Vision or Goals that represent the desired future state.  Tactics may reference, among other work, a needed business plan, core process improvements, a feasibility study, or updates to the Marketing or Fund Development Plans.  And another critical output is the initiation and monitoring of key measures of impact through routine reviews.  These reviews are informed by regular updates to both the Plan Measure Scorecards and the Tactic Work Plan.

A Different Focus  By now, I think you'll understand why one of my favorite quotes about strategic planning is:

“The plan is nothing.  Planning is everything.”    Dwight D. Eisenhower

As someone who embraces, and consults around, this broader approach to Strategic Planning, I've developed tools and expertise related to not just the preparation of the Strategic Plan…one that is both aspirational and achievable…but also the inputs and the outputs. If you are considering moving beyond the development of a great Plan document to hardwiring the discipline of Planning in your organization, contact me at your convenience.  Or, if you are already making Planning an ongoing process in your organization, but could use some help with any inputs or outputs (or creating the plan itself), I’d be happy to talk with you about how I could assist.

All the best,

Jeff

In December, I was honored to make a presentation to the Grand Rapids Section of the American Society for Quality. This was a very special opportunity for me providing a chance to both reacquaint and reaffirm.

First, years ago (many), I was an active member of this Section, even serving as a member of the Leadership Committee. I learned so much from the very bright and dedicated people on that team...and we really were a team. This was indeed a special chance to reacquaint.

Second, my topic was how quality tools and principles could be used to make a very important management report, in this case the Business Plan, even better. Ever since I first learned about quality and process improvement, one of my strongest interests, I've continued to find ways in which the fundamentals, and even some specific tools, could be used in other business practices and products including finance, professional development, and even Strategic Planning, my other strongest interest. So my presentation focused on ways I have used various improvement concepts and tools to create a better business plan...a Business Plan Designed for Quality. And to clarify, this refers to the business plan that a CFO, a Board, or a bank would want to see before approving a major investment to fund product or service development or capital expense.

I was anxious to hear what this group of quality improvement professionals and specialist would think of my ideas. And the ensuing dialogue was even better than I had hoped it would be. As always, I came away from a presentation feeling like I learned more than the attendees!

Want to learn how the brilliant work of Joseph Juran, Noriaki Kano, Bob Camp, Thomas Noland, and others can help you build a better business plan, one designed to deliver better (and better) quality? Give me a call. I'd love to talk with you about it too!

All the best,

Jeff

We began this series with a detailed explanation of four key criteria for selecting capital projects. In our previous installment, we focused on five critical factors for optimal implementation. Together, these principles form a strong foundation for successful capital investments. However, in today’s fast-evolving operating environment, a few additional considerations can make all the difference—insights our clients consistently emphasize as essential.

Speed to Market  While careful execution is crucial, speed is equally important—not just for maintaining a competitive edge but for addressing urgent population need(s) as soon as possible. Internal politics and roadblocks can slow implementation and allow competitors to catch up or delay the critical population health benefits. Assigning a dedicated project manager can help mitigate these challenges. They can navigate such obstacles, identify time saving modifications and keep all stakeholders informed —minimizing confusion-driven delays and ensuring the project stays on track.

Partnering  While partnership opportunities should ideally be explored early in the project planning phase, new collaboration possibilities often emerge as awareness of the project grows within the community. These opportunities may arise with a competitor, in a different economic sector (e.g. retail setting), or with another organization in the human services sector focusing on one or more relevant social determinants. To assess these potential partnerships effectively, revisit the four Project Selection Criteria discussed earlier (see sidebar). Evaluate each opportunity for strategic alignment, financial impact, organizational/system influence, and risk. A well-chosen partnership can enhance project success, expand resources, and create long-term value.

Stakeholder Buy-In  Like partnerships, stakeholder identification should ideally occur during the project’s conception and planning phases. Initial buy-in typically involves leadership, key staff, and referral sources who support the project’s vision and goals. However, as implementation unfolds, new challenges and opportunities may highlight the need for additional stakeholders with specialized expertise, resources, or influence. The implementation phase also presents an opportunity to reinforce and sustain stakeholder engagement…and avoid losing it. Regular updates, clear communication, and ongoing reinforcement of mutual benefits can help maintain alignment. Proactive ongoing communication minimizes the risk of roadblocks stemming from a surprised stakeholder, and the dilemma of whether to change the project in a way that accommodates them but doesn't fit with the original intent and purpose of the project.

Outsourcing  Consideration should also be given to selective outsourcing, leveraging the same understanding of the operating system at the main component levels that would have been used with some of the implementation planning tools. For services, these are often considered to be people, environment, equipment, and policies & procedures. Can elements of any of these be outsourced in a manner that provides better value to the end customer?

The “Last Word”: Flexibility  Even with a well-defined Capital Project Selection process built on the four key criteria and five implementation best practices discussed in this series, one personal trait remains critical: Flexibility. Market conditions, industry advancements, or even the nature of the project itself may shift after approval. A competitor may launch a similar initiative, or new technologies could impact project requirements—much like how the rapid adoption of virtual meetings during the COVID-19 pandemic reshaped space planning needs. Remaining flexible throughout Implementation Planning and Management is essential as changes of varying scale emerge. Allow teams to assess, adapt, and integrate necessary changes without losing sight of overall strategic goals.

Summary: Throughout this series, we’ve explored key criteria and tools to help you make informed, strategic capital investment decisions in an era of constrained funding. Even as capital pools begin to recover, demand for capital investments, driven by innovation and evolving market needs, will outpace available resources. Now more than ever, applying rigorous selection criteria and effective implementation strategies is crucial for maximizing impact. By leveraging the four key selection criteria, the implementation best practices, and the final concepts we’ve discussed, you can make the most of every capital investment—ensuring both resource stewardship and meaningful community impact.

Contact us at your convenience if we can be of any help or if you would like all seven parts of this series in a single article format.

Roberta Jelinek and Jeff Schilling

Welcome to a new year, filled with new opportunities.  And what better time to set the stage for success than at the beginning?  You’ve probably heard this kind of thinking in one or more quotes (e.g. Well begun is half done – Aristotle).  In fact, these first few weeks of the year really are ideal to engage in a couple of key activities that will create momentum and pay dividends through the months ahead.  Let’s run through a short list of ways to leverage this perfect timing.

Industry / Environmental Assessments: Over the years, I’ve come to believe “there’s an Association for everything.”  This belief stems from the fact that in nearly 30 years of Strategic Planning consulting, I’ve always been able to find and leverage valuable information from at least one National or State level Association relevant to my client.  And these Associations frequently publish an annual “Assessment” for their members containing a digest of the latest issues, trends, and emerging best practices in their industry or economic sector.  These Assessments are usually released in the month of – you guessed it – January (sometimes even in December).  Be sure to download the latest assessment from your relevant association(s) this month and review the content.  (Let me know if you want help finding them…I’ve had lots of practice).  Knowing the latest developments in your economic sector, and giving careful thought to the implications for your own organization’s Strategic Plan, is one of the most important ways to avoid obsolescence and embrace continuous planning.

Initiating Process Improvement Projects: Last month I included FY Milestone Reviews in my blog post of “December Tips for a Great New Year”.  Since December is often the end or midpoint of a Fiscal Year, review of performance data at that point can point to the need for improvement in one or more core processes.  You may have even laid the groundwork for just such an initiative by creating the team charter, measures of success, and critical team members, including those closest to the process.  Even if you didn’t, now is still a good time to make those preparations and then hit the start button. Without the time off and distractions of the holidays, team member focus will be higher and insightful.

Begin Work on Feasibility Studies and Business Plans: Last month I also described how the year end is the perfect time to review progress (and delays) related to your current Strategic Plan.  This includes checking the desired timing of important pre-work for capital investments, new service or product development, or any other major initiative that will require significant monetary funding. This pre-work sometimes involved preparing a Feasibility Study or Business Plan.  If you are at the point in your Plan where this pre-work should be getting underway, January is great timing, for reasons similar to initiating improvement projects.  It will be easier to garner the attention and obtain input from key subject matter experts, stakeholders, and internal resources (financial, HR, etc.), thereby avoiding delays in completing the Feasibility Study or Business Plan.

December is a great month for analysis and reflection…and even some preparation.  January is great month for starting the work.  Finding time for some key related activities in each month can go a long way to realizing success in this new year.

Have a great start to your 2025 and contact me with questions or if I can be of any help.

Jeff

As the calendar draws to a close it's a great time to look forward by looking back. What do I mean? You can use data from past performance to identify opportunities for future improvement. And none of this requires a lot of time, which probably sounds especially good during this holiday-infused, busy time of year. Let's take a closer look at several ways to “pay it forward” with your data.

FY Milestone Reviews: December is often the fiscal year midpoint or year-end for many organizations. We usually think of these milestones as a chance to look back and evaluate performance against targets, and check for trends, positive or negative. The data is definitely useful in that way, but the findings can be inspiration for new improvement initiatives.  In this sense, we use the insights gained from analysis of past performance as the starting point to plan one or more process improvement efforts designed to deliver better results in future.  An outside facilitator can ensure this work gets off to a great start with some careful planning, preparation, and unbiased facilitation.

Planning a Customer Knowledge Refresh: As the year draws to a close, give some thought to whether or not your customers’ needs and expectations may be changing. This may be the result of some new developments in your market or industry, but for many, the holidays are also a time to re-center and reflect.  That alone may lead to changing expectations or rearranged priorities.  This makes December a good time to consider, and begin planning for, a fresh round of customer research to take place early in the new year.  The beginning steps include formulating research objectives, selecting the best listening post (survey, interview, focus group, etc.), and taking early steps to create a data collection plan, all of which can be done with relatively little time, even less with a little help from someone with research experience.

Strategic Initiatives Prep: While you're taking a little time to think about your customers and their needs it makes sense to step back and evaluate your strategic plan against measures. Are the tactics achieving the anticipated results, or might it be time to re-evaluate any of them?  And how is it going with tactics implementation…are they on schedule?  Lastly, if your Strategic Plan calls for initiating a new service or product, the start of the new year (after the holiday rush) will be a much easier time to focus attention and resources.  Whether you need an expedited look at a new opportunity (Feasibility Study) or a more thorough and comprehensive path to follow (Business Plan), a little planning now will go a long way toward a strong start after the holidays.

These are just a few examples of how time spent in December can set you up for real progress in January, and beyond.

If I can be of any help in these closing weeks of the year don't hesitate to contact me.

Happy Holidays!

Jeff