Woodward Davis Associates Strategic Planning Definitions



Strategic Planning is a process by which we can envision the future
and develop the necessary procedures and operations to influence and achieve that future...


As in many other fields, strategic planning professionals often cloak their work in pseudo scientific jargon designed to glorify their work and create client dependence. In reality, strategic planning processes are neither scientific nor complex. With modest, front-end assistance and the occasional services of an outside facilitator, organizations can develop and manage an on-going and effective planning program.

To assist organizations--small businesses and nonprofit organizations in particular--we have developed a planning process based on six simple questions. Realistic answers to these can help to guide the owners and managers of any business or organization toward a successful future.

1. Why are we in business?
2. How do we do business?
3. Where are we now?
4. Where do we want to be?
5. How can we get there?
6. How will we know we've arrived?

1. Why are we in business?

Vision--the future position and value of the organization (present tense, seven words or less).

Mission--the organization and its purpose (one hundred words or less):

  • who we are,
  • who we serve,
  • what products and services we offer, and
  • how we make them available.

Driving forces--the conditions which "drive" the organization:

  • products/services offered,
  • market focus/needs,
  • technology,
  • production capability/capacity,
  • method of sale,
  • method of distribution,
  • natural resources,
  • size and growth, or
  • profit/return on investment.

2. How do we do business?

Values--the bases on which we want decisions to be made and actions to be taken.

Culture--traditions, ethics, and other standards which influence the way things are accomplished in the organization.

Climate--the interpersonal and physical environments: is the organization a good place to be and to work?

3. Where are we now?

Environmental assessment--identifying factors which can impact our mission:

  • strengths,
  • weaknesses,
  • opportunities,
  • threats,
  • competition, and
  • constraints.

Strengths and weaknesses are internal to the organization: how can we identify them and capitalize on our strengths and minimize or eliminate our weaknesses?

Opportunities and threats are external to the organization: again, how can we identify them and take advantage of the opportunities while countering the threats?

Competition and constraints can be either internal or external. Competition is any activity or condition which competes for the same resources. Constraints can arise from social, political, legal, educational, industrial, or managerial activities or conditions which prevent or inhibit accomplishing the organization's mission. How can we meet the competition and change or accommodate the constraints?

4. Where do we want to be?

Strategies--where we want to be and what we want to achieve.

Goals and objectives--directly support our mission. Goals should be SMART:

Gap analysis--determining the difference between where we are and where we want to be.

5. How can we get there?

Tactics--specific action plans to implement our strategies--the right people doing the right things at right time in the right way for the right reasons.

Resources--there are only five:

  • people,
  • property,
  • time,
  • money, and
  • technology (or knowledge).

6. How will we know we've arrived?

Management--establishing budgets, controls, and reporting systems and designating a coordinator to monitor each element of the strategic plan.