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Not to oversimplify a way to produce a strategic plan, but by placing all the components of a thought into 3 areas, you can clearly see how the items fit together. The 3 pieces of the puzzle are

Where are we now?
Where are we tend to going?
How will we have a tendency to get there?
Each half has bound parts to point out you the way and where things fit it.

Where are we tend to now?

As you think regarding where your organization is now, you would like to appear at your foundational components (mission and value) to create certain there has not been a change. over doubtless, you may not revise these 2 areas very often. Then you want to seem at your current position or your strategic position. this is where you check out what's happening internally and externally to work out how you would like to shift and change you ought to review your strategic position often through the utilization of a SWOT. These parts are as follows

Mission statement The mission describes your organization’s purpose — the purpose that you were founded and why you exist. Some mission statements embody the business of the organization. Others explain what products or services they produce or customers they serve. will your mission statement say what you do? Why does your organization exist?

Values and/or guiding principles This clarifies what you symbolize and believe in. Values guide the organization in its daily business. What are the core values and beliefs of your company? What values and beliefs guide your daily interactions? What are you and your people really committed to?

SWOT SWOT is an acronym that indicate strengths, weaknesses, opportunities, and threats. These parts are crucial in assessing your strategic position along with your organization. you would like to build on your company’s strengths; shore up the weaknesses; maximize the opportunities; and recognize the threats.
Where are we tend to going?

The elements of the question Where are we going? assist you answer other queries like what is going to my organization look like in the future? Where are we have a tendency to headed? what is the future i want to form for my company? because the future is tough to predict, you'll be able to commemorate imagining what it may seem like. the following elements help you define the long run for your business

Sustainable competitive advantage Sustainable competitive advantage explains what your are best at compared to your competitors. each company strives to make a plus that continues to be competitive over the time. What are you able to be best at? what is your uniqueness? What can your organization doubtless do better than the other organization?

Vision statement Your vision is formulating a picture of what your organization’s future makeup will be and where the organization is headed. what will your organization look like in five to ten years from now?
How can we tend to get there?

Knowing how you’ll reach your vision is the meat of your strategic plan, but it’s conjointly the foremost time consuming. the reason it takes such a lot time to develop is because there are a number of routes from your current position to your vision. choosing the proper one determines how quickly or slowly you get to your final destination.
The parts of your plan that layout your roadmap are listed below

Strategic objectives Strategic objectives are long-term, continuous strategic areas that assist you connect your mission to your vision. Holistic objectives encompass four areas monetary, customer, operational, and people. What are the key activities that you just got to perform so as to attain your vision?

Strategy Strategy establishes how to match your organization’s strengths with market opportunities so your organization involves mind when your customer features a want. This section explains how you travel to your final destination. does your strategy match your strengths in a way that has value to your customers? does it build an organizational name and recognizable business position?

Short-term goals/priorities/initiatives Short-term goals convert your the strategic objectives into specific performance targets. you'll use goals, priorities, initiatives interchangeably. during this book, i exploit goals to outline short-term action. Effective goals clearly state what you wish to accomplish, once you want to accomplish it, how you’re about to do it, and who’s getting to be responsible. every goal ought to be specific and measurable. What are the 1- to 3-year-goals you’re trying to attain to achieve your vision? What are your specific, measurable, and realistic targets of accomplishment?

Action items Action items are plans that set specific actions that lead to implementing your goals. They embody start and end dates and appointing a person accountable Are your action items comprehensive enough to attain your goals?

Scorecard A scorecard measures and manages your strategic plan. What are the key performance indicators you need to trace to watch whether or not you’re achieving your mission? pick five to 10 goal connected measures you'll be able to use to track the progress of your plan and plug them into your scorecard.

Execution In executing the plan, determine problems that surround who manages and monitors the plan and how the plan is communicated and supported. How committed are you to implementing the plan to move your organization forward? will you commit money, resources, and time to support the plan.

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