1. Strategic Planning
Why it is Important and
How to do it Well

2. 1.0 Introduction
Today, I would like to:
 describe what strategic planning is;
 discuss some of the advantages and benefits of strategic planning;
 provide an explanation of four strategic planning models, which will be
supplemented with examples from the experiences of the Naskapi Nation of
Kawawachikamach;
 spend some time discussing an alternate model of strategic planning called
“Appreciative Inquiry”;
 offer a selected bibliography to help you to explore in more detail the ideas
and models that we will discuss today.

3. 1.1 Naskapis of Kawawachikamach -
Background
 population of approximately 800 registered Indians, who are also beneficiaries
of the Northeastern Québec Agreement (“NEQA”);
 located approximately 1,700 kilometres northeast of Montreal, very close to
Schefferville and the Quebec-Labrador border;
 Naskapi is our principal language, and English is our second language;
 we still preserve many aspects of our traditional way of life and culture;
 harvesting is at the heart of our spirituality;
 Kawawachikamach is linked to Schefferville by an all-season road, and
Schefferville is linked to points south by means of a weekly rail service and a
six-day-per-week air service.

4. 2.0 WHAT IS STRATEGIC
PLANNING?
Strategic planning determines where an organization is going over a
pre-determined amount of time and how it’s going to get there.

5. 3.0 STRATEGIC PLANNING -
ADVANTAGES/BENEFITS
Why should an organization devote time to strategic planning? When answering
that question, it is important to consider the following in the context of your
own organization:
do you know where you are going and how you are going to get there?
does everyone in the organization know what you are trying to accomplish?
does everyone in the organization know what is expected of them?

6. 3.0 STRATEGIC PLANNING -
ADVANTAGES/BENEFITS
The advantages and benefits of undertaking strategic planning in a systematic
way include helping an organization to:
 clearly define its purpose (mission);
 establish realistic goals and objectives consistent with its mission;
 communicate the goals and objectives to personnel;
 ensure the effective use of resources by focussing on key priorities;
 provide a base from which progress can be measured;
 establish a mechanism for informed change when needed;
 create a common or shared vision about where the organization is going, and
how it will get there.

7. 4.0 STRATEGIC PLANNING
MODELS - OVERVIEW
 there is no perfect strategic planning model;
 organization’s often end up developing their own model by selecting a model
and modifying it as they go along in developing their own planning process.
 we will now look at the following models:
 “Basic” Strategic Planning Model;
 “Goal-based” Model;
 “Alignment” Model;
 “Organic” or “Self-organizing” Model.

8. 4.1 “Basic” Strategic Planning Model
This approach is often followed by organizations that are extremely small, busy,
and have not done much strategic planning before.
The process involves:
 identifying your purpose (mission statement);
 selecting the goals your organizations must reach if it is to accomplish its
mission;
 identifying specific approaches or strategies that must be implemented to
reach each goal;
 identifying specific action plans to implement each strategy;
 monitoring and updating the plan.

9. 4.2 Goal-based Model
Goals-based strategic planning is a commonly used model. Organizations that
use the “basic” model described often evolve to using this model, which is a
more effective and comprehensive type of planning. This model involves:
 conducting an external/internal assessment. This involves what is termed as
“SWOT” analysis, which examines an organization’s Strengths, Weakness,
Opportunities, and Threats;
 conducting a strategic analysis to identify and prioritize major issues and
goals;
 designing major strategies (or programs) to address issues/goals;

10. 4.2 Goal-based Model
 establishing action plans (objectives, resource needs, roles, and responsibilities
for implementation);
 developing a yearly operating plan, which incorporates one year out of the
multi-year strategic plan;
 developing and authorizing a budget for year one;
 incorporating all of the foregoing points in a strategic plan document;
 conducting the organization’s year-one operations;
 monitoring, reviewing, evaluating, and updating the strategic plan document.

11. 4.3 Alignment Model
The overall purpose of this model is to ensure strong alignment between the
organization’s mission and its resources. This model is useful for
organizations that need to find-tune strategies or find out why strategies are
not working. Overall steps include:
 outlining the organization’s mission, programs, resources, and needed
support;
 identifying what is working well and what needs to be adjusted;
 identifying how these adjustments should be made;
 including and/or incorporating the adjustments as strategies in the strategic
plan.

12. 4.4 Scenario Planning Model
This approach can be used in conjunction with other models to ensure that
people participating in the planning process truly undertake strategic thinking.
The model can be useful, particularly in identifying strategic issues and goals.
Overall steps include:
 selecting several external forces and imagining related changes that might
have an impact on the organization;
 for each possible change identified above, discussing three different future
organizational scenarios (including best case, worse-case, and “reasonable”
case) which might arise with the organization as a result of each change;

13. 4.4 Scenario Planning Model
 suggesting what the organization might do, or potential strategies, in each of
the three scenarios discussed above to respond to each change;
 upon completing the three previous bullets, discussing common
considerations or strategies that must be addressed to respond to possible
external changes;
 selecting the most likely external changes that will effect the organization, and
identifying the most reasonable strategies the organization can undertake to
respond to those changes.

14. 4.5 “Organic” or “Self-organizing” Model
Traditional strategic planning processes are sometimes considered as
“mechanistic” or “linear”, given that they are rather general-to-specific or
cause-and-effect in nature.
Another view of planning is similar to the development of an organism (i.e. it
looks at the whole system). Self-organizing requires continual reference to
common values, dialoguing around these values, and continued shared
reflection around the systems current processes. General steps include:
 clarifying and articulating the organization’s cultural values, using dialogue
and story-building techniques;
 articulating the group’s vision for the organization, again using dialogue and
story-building techniques;

15. 4.5 “Organic” or “Self-organizing” Model
 on an ongoing basis (possibly once every quarter), dialoguing about what
processes are needed to arrive at the vision and what the group is going to do
now about those processes;
 continually reminding yourself and others that this type of planning process is
never really “over with” and that, rather, the group needs to learn to conduct
its own values clarification, dialogue/reflection, and process updates;
 being very, very patient;
 focusing on learning and less on method;
 asking the group to reflect on how the organization will present its strategic
plans to stakeholders, who often expect the “mechanistic, linear” plan
formats.

16. 5.0 WHEN SHOULD STRATEGIC
PLANNING BE DONE?
The scheduling of strategic planning processes depends largely on the nature and
needs of the organization and its immediate external environment.
The following guidelines can help individuals decide when their organization
might consider undertaking a strategic planning exercise:
 when an organization is just getting started (the strategic plan in this case is
usually a part of an overall business plan, along with a marketing plan,
financial plan and operational/management plan);
 when an organization is preparing for a new major venture, or if there is a
major change in the external or internal environment.

17. 6.0 WHO SHOULD BE
INVOLVED IN THE PLANNING
EXERCISES?
In the models discussed up to now, the planning exercises are normally
coordinated by “planning teams”. The following guidelines are useful to
consider when developing such teams:
 the leaders of an organization should be fully involved and drive the
development and implementation of the plan;
 clear guidelines for membership and responsibilities should be established;
 as many stakeholders as possible;
 someone to administer the process.

18. 6.0 WHO SHOULD BE
INVOLVED IN THE PLANNING
EXERCISES?
The following guidelines should also be considered when carrying out a planning
exercise:
 different types of members may be needed more at different times in the
planning process;
 in general, where there is any doubt whether a certain individual should be
involved in planning, its best to involve them.

19. 7.0 STRATEGIC PLANNING –
AVOIDING PIT FALLS
7.1 Goals & Objectives Should be SMARTER
SMARTER is an acronym that can help organizations avoid a major pitfall in
the development and implementation of strategic plans:
 Specific;
 Measurable;
 Acceptable;
 Realistic;
 Timeframe;
 Extending;
 Rewarding.

20. 7.2 Accountability
Another pit fall in strategic plans is a failure to sufficiently document who is
accountable for what part of the plan.
In order to avoid this pit fall:
- plans should specify who is responsible for achieving each result, including
goals and objectives;
- responsible parties should regularly review status reports of the plan’s
implementation;
- responsibilities for the implementation of the plan should be included in an
organization’s policies, procedures, job descriptions, and performance review
processes.

21. 7.3 Straying from the Plan
Another possible pit fall is failing to realize that a strategic plan is a living
document, and that it is acceptable to deviate from its stated objectives.
The plan is not a set of rules. It is an overall guideline.
Noticing deviations and adjusting the plan accordingly is a critical component to
the successful implementation of strategic planning.

22. 7.4 Evaluation
Far too often, primary emphasis is placed on the plan document. People can feel
that, once the document is done, the work is over (and the document is put on
the shelf).
If an organization fails to evaluate either the planning process or the plan itself, it
will seriously impede the implementation of the plan and quite probably have a
negative effect on the development of future plans.
During the planning process, regular feedback from the participants will help
avoid this pit fall.
During regular reviews of the implementation of the plan, it will also be
important to assess if goals are being achieved or not.

23. 7.5 Acknowledge and Celebrate Results
Another possible pit fall is that it is easy for people who have had unsatisfactory
experiences in planning processes to become cynical about those processes.
One possible reason for this problem is that an overriding emphasis is placed on
achieving results. Once the desired results are achieved, new ones are quickly
established.
The process can be seen like having to solve one problem after another, with no
real end insight.
Yet when one thinks about it, it is a major accomplishment to carefully analyze a
situation, involve others in the plan to do something about it, work together to
carry out the plan and actually see some results.
It is critically important to acknowledge this, and to celebrate the
accomplishment!

24. 8.0 APPRECIATIVE INQUIRY –
AN ALTERNATE APPROACH TO
STRATEGIC PLANNING
The models that we have presented up to now take a “problem-solving”
approach to strategic planning. Such approaches have worked well in the past,
and to continue to work today.
There is, however, an alternative approach to strategic planning called
“Appreciative Inquiry” that was developed in the 1990’s and is increasingly being
applied with successful results in numerous groups, organizations and
communities.

25. 8.1 What is Appreciative Inquiry
Ap-pre’ci-ate, v., 1. valuing; the act of recognizing the best in people or the world around us;
affirming past and present strengths, successes, and potential; to perceive those things that
give life (health, vitality, excellence) to living systems. 2. to increase in value, e.g. the economy
has appreciated in value. Synonyms: VALUING; PRIZING; ESTEEMING; and
HONOURING.
In-quire’, v., 1. the act of exploration and discovery. 2. to ask questions; to be open to seeing
new potentials and possibilities. Synonyms: DISCOVERY; SEARCH;
SYSTEMATIC EXPLORATION and STUDY.

26. 8.1 What is Appreciative Inquiry
Appreciative inquiry works on the assumption that whatever you want more
of already exists in all organizations.
In terms of strategic planning, an appreciative inquiry approach will include:
- identifying the best times during the best situations in an organization’s past;
- wishing and thinking about what worked best then;
- visioning what people want in the future, and;
- building from what worked best in order to work towards the stated vision.

27. 8.1 What is Appreciative Inquiry
The following table summarizes the differences between a “problem-solving”
approach and an “appreciative inquiry” approach.
Problem-Solving Appreciative Inquiry
What to fix. What to grow.
Grammar = Problem, symptoms, causes, New grammar of the true, good,
solutions, action plan, intervention. better, possible.
Breaks things into pieces & specialties, “Problems focus” implies that
which can lead to fragmented responses there is an ideal. Appreciative
inquiry breaks open the box of
what the ideal is first.

28. 8.1 What is Appreciative Inquiry
Problem-Solving Appreciative Inquiry
Slow. When focusing on problems, Expands vision of preferred
it takes a lot of positive emotion to future. Creates new energy fast.
make real change.
Assumes organizations are sources of Assumes organizations are
problems to be overcome. sources of infinite capacity and
imagination.
What problems are you having? What is working well around
here?

29. 8.2 Appreciative Inquiry - Assumptions
The assumptions of appreciative inquiry are:
 in every society, organization or group, something works;
 what we focus on becomes our reality;
 reality is created in the moment and there are multiple realities;
 the act of asking questions of an organization or group influences the
group in someway;
 people have more confidence and comfort to the journey to the future (the
unknown) when they carry forward parts of the past (the known);
 if we carry parts of the past forward, they should be what is best about the
past;
 it is important to value differences;
 the language we use creates our reality.

30. 8.3 Appreciative Inquiry - Approach/Cycle
There are four phases to the appreciative approach:
Discovery
“What gives life?” (the best of what is)
APPRECIATING
Delivery Dream
“How to empower, learn & “What might be?”
adjust/improvise?” ENVISIONING IMPACT
SUSTAINING
Design
“What should be (ideal)?”
CO-CONSTRUCTING

31. 8.3.1 Appreciative Inquiry - Discovery Phase
The core task in the discovery phase is to appreciate the best of “what is” by
focusing on peak moments of organizational excellence - when people
experienced the organization in its most alive and effective state.
The following are some example of discovery phase questions:
 recount an event where you demonstrated remarkable leadership abilities.
What challenges did you face? How did you overcome them?
 tell a story about a time when you felt the group was really at its best, when
energy and enthusiasm were particularly high;
 tell a story about a time when an innovation – “a new way of doing things” –
helped your group achieve something important. What happened specifically?
 tell a story about a time when you really felt the support and encouragement
of other group members?

32. 8.3.2 Appreciative Inquiry - Dream Phase
In the dream phase, people discuss how they can build on their strengths to
better their organization.
- what would the organization be in five years?
- what would be its greatest achievement?
- what role would the group members play in the development of the
organization?
- what would it look and feel like if the organization was always at its peak?
This phase is both practical, in that it is grounded in the organization’s history,
and generative, in that it seeks to expand the organization’s potential.
The objective of this stage is to enable participants to evolve quality visions based
on their strengths and values.

33. 8.3.3 Appreciative Inquiry - Design Phase
The design phase is intended to bring together participants in a dialogue about
creating their desired future.
They turn imagination into action by establishing roles and responsibilities,
developing strategies, forging institutional relationships and mobilizing
resources to achieve their goals.
Detailed planning begins at three levels:
 action planning on short-term objectives establishing the dream stage;
 discussion of long-term strategies to achieve more challenging goals; and
 consideration of structural changes that reinforce existing strengths, core
values and life-giving forces and create mechanisms for continual
organizational learning.
The objectives of this phase are to assist the participants to develop the
structures and strategies needed to take action on their short- and long-
term goals. Practical steps are defined and will direct a group in individual
actions.

34. 8.3.4 Appreciative Inquiry - Delivery Phase
The delivery phase is when people get to work on the specifics of implementing
the ideas generated in the preceding three phases.
The delivery phase emphasizes:
 Innovation;
 Continuous Learning;
 Nurturing an “appreciative eye”;
 Institutionalizing the appreciative inquiry process;
 Self-reliance;
 Monitoring;
 Participation;
 Transparency.

35. 8.4 Appreciative Inquiry - Why it Works
Proponents of appreciative inquiry believe this approach is true to human nature
because it integrates different ways of knowing.
The process allows room for:
- emotional response as well as intellectual analysis;
- imagination as well as rational thought.

36. 9.0 CONCLUSION
- planning document important – planning process critical;
- open lines of communication;
- question and improve;
- transparency;
- constructive feedback;
- you can choose to make a difference…
- patience, perseverance, fun and success…

37. 10.0 References Used
 A selected bibliography is included in your hand-outs.
 Other references used include:
 “Appreciative Inquiry and Community Development” and “The Positive
Path” from the website of the Institute for Sustainable Development (
www.iisd.org);
 Strategic planning in profit and non-profit organizations (Dr C.
McNamara, www.mapnp.org)