Measurable Strategic Plan

Measurable Strategic Plan

A third step in the creation of a strategic plan that actually works is connected with the concept of analysis and measurement. A strategic plan that actually works must be realistic, attainable and measurable. It must be a kind of plan where steps, processes and movement can be monitored, analyzed and evaluated. A plan that cannot be measured in any manner is probably not a plan but a figment of imagination.

The strategic planner must be able to measure the different segment or section of the strategic. In so doing, he is able to determine if progress has been made or if the was an unusual delay, unusual activity and delayed occurrences. He then can determine if the plan is on schedule, barely on schedule or if the plan has been delayed in its various aspects.

Measuring, monitoring, analyzing and evaluating are musts for a strategic plan that actually works. A tell tale sign that the strategic plan has actually work is that there are visible results. The results however are subject to measurement, and this is where the strategic planner comes in. He measures the output and if it is not according to projections, he investigates what happens. Is the plan unrealistic? Is the plan unattainable? Or is it just that there are unforeseen challenges. As in the case of the business with heavy documentation requirements, if document-processing volume does not come at par with projections, what does the strategic planner then do? He then starts his measurements.

Alterable Strategic Plan

A common premise that we have constantly quoted is that there are just no perfect strategic plans. The reason alone that human beings prepare it is enough for plans to lack perfection. There are however strategic plans that are workable, excellently prepared, passionately executed and having the desired results.

Reviewing how to create a strategic plan that actually works, we went from the creation of a plan that is realistic, the creation of a plan that is attainable, the creation of a plan that is measurable and now, the creation of a plan that is alterable. Change is the only thing that is constant in the business world; plan alteration is a typical occurrence.

The strategic planner cannot be rigid in his strategic plan, a plan is just a plan, a guide so to speak where to go, what to do, and how to do it. As the planners starts his measurement and analyses of information and discover something amiss in the strategic plan, he then calls for a plan alteration. Plan alteration can take the form of change, revision, enlargement or abandonment.

In a large number of cases, strategic plans after the measurement phase may only call for change, revision, or the inclusion of addition items. Rarely are plans abandoned in its entirety although that is possible. Change and revisions are normal occurrences. The strategic planner who insists that all will go well after measurement reveals otherwise is in for trouble. A sales figure might just be too high, so you have to revise it. The organization structure is just top heavy, there are too many managerial layers, not efficient in a communication intensive business environ, so you have to revise it.

Will a strategic plan containing these elements: realistic, attainable, measurable and alterable really work? We believe it will. An analysis of business plans, strategic plans, even military plans contain all of these elements. A strategic plan with these ingredients is supposed to actually work. But what if it does not? Part of the element is that it is alterable. If it does not really work then abandon it and start with a clean sheet of paper.