Strategic Planning in Difficult Times

Those of you following my articles and blog know that I place the highest value on Strategic Planning (SP). Unless we create our future through a process, considering things like our core competencies, & why our customers buy from us, corporate growth is an accident. For most of this decade, prior to the collapse a year ago, we were spoiled with constant gowth. Bad habits developed. When success comes too easily, we lose discipline.

Now, as a result of the recession, the game has changed; drastically changed. In the Print Industry, where many of us make our living, most will wait for the upturn. The back side of the economy, where we reside, will dictate that. However, it will take time, perhaps as much as another year. Meanwhile, should we limp along defensively, losing more ground, or accelerate our recovery and emerge stronger?

It is not a rhetorical question, but many seem to treat it as such. If we do nothing, that is what we will achieve. Especially in down times we should plan more than ever. We have the time to do it, and do it thoroughly. It costs little, perhaps only for the facilitator. Instead of cutting staff so deeply, or laying off the survivors, keep your best & most innovative working. Assign them the challenge to forge a better future for all.

Enough of the pontificating; let's examine two additional components of SP, that will serve us well, especially now: Benchmarking & superlatives.

Bench marking is especially effective in unusual times, as now, where we are not in a status-quo, or stable situation. Normally, I like to set my own standards, and really put some reach in them. Where we are now, though, makes it difficult to discern just how poor (or well) we're performing. Bench marking "normalizes" results, and grounds us in reality so we don't frustrate our people by reaching unrealistically, or under achieve by setting a goal too low.

Superlatives: I love this one. Someone once said that unless our product or service is truly unique, the first or last, most or least, ugliest or most beautiful, - you get the drift, we're just an also ran. Simply put, we must strive to do what we do in a one of a kind way. After identifying the particular/potential customer need, we then can FOCUS on delivering it better than anyone else. Growth & profits result.