All of us have probably participated in a strategic planning process at some point in our lives. There are times when planning goes well and other times when it doesn’t. A strategic plan is frequently transformed into a “dustable” document. Dustable’s are those trinkets your grandmother has lying around her house, gathering dust. Once in a while, it’s worth taking a look, but then they’re put back on the shelf and forgotten about.
We can begin each day with an eye toward the future.
“Begin with the end in mind,” coined by Stephen Covey, has become a catchphrase for success. These words are the essence of strategic planning. To achieve our long-term goals, we need to know where we want to be in the next three to five years. Our day-to-day thinking is enhanced by a strategic ICT plan. We can focus on the important things instead of the menial ones. To begin with, it allows us to build an effective mechanism for accomplishing what is most important.
Decision-making can be delegated through strategic planning.
Making decisions is one of the most challenging tasks for a manager to delegate. It’s true that despite our best efforts, we rarely succeed in getting our employees to hold the same views as we do. On the other hand, a strategic plan allows us to communicate our thoughts to our colleagues. It serves as a guide for making decisions. While using the organisation’s strategic plan as a guide while making decisions, employees might question, “Is what I’m doing following the strategy?” or “Does what I’m doing go against my plans?”
By establishing a strategic plan, we allow our staff to make decisions and drive projects ahead without being involved in all of them. An agile and fast-moving company is the result of this.
Allows us to adapt changes in the environment.
The only certainty in IT is that things will change. Our ability to use change to our advantage depends on how well we are prepared for it. Failure awaits those of us who are unprepared for change or unable to adjust to it. Think of Blockbuster and Netflix as examples of this type of service. A few years ago, Netflix anticipated that streaming video rentals would be the future of movie rentals. However, when it came to renting movies, Blockbuster was convinced that the in-store experience (as they had always done things) was the future. Not that a strategy would have rescued Blockbuster. Lack of foresight and planning, though, contributed significantly. As a part of one’s efforts to keep companies effective, strategic planning encourages planning.
Furthermore, having a strategy puts us in a better position to deal with the changes out of our control. Before a busy weekend, how many of you have had an issue with your system? Having a well-thought-out strategy in place can aid in the event of an emergency.
It sets limits on the capacity for imaginative thought.
A clean slate might be too much room for creativity to solve organisational problems. Consider the process of building a home. The majority of us don’t begin with a stack of wood and a box of nails. First, we rely on a builder who offers a variety of floor plans. This strategy is similar to a long-term plan. Having a strategy allows us to discuss what we like and don’t like about it. We may also discuss the house’s characteristics and the intended applications for its rooms. Soon, we’ll have a home that’s perfect for us.
It is much easier to deal with issues if everyone knows where the organisation is trying to go and how to help it get there. Planned sessions can focus more on capabilities and less on “lumber selection” that has little influence on the overall aims.
For Senior Management, the Strategic Plan serves as an effective means of conveying your goals and objectives.
Developing a strategic ICT is the most effective way to communicate with top management. Senior executives in organisations are more concerned with high-level strategy. When you have a strategy in writing, you’re better prepared to talk about your objectives with senior management. The most essential benefit is that senior management may divert activities that aren’t entirely aligned with their vision. In these meetings, top management may understand what the IT department is doing without having to be involved in the day-to-day activities.
Not all strategic plans are created equal.
Prescriptive or Tactical
You may have seen a strategic strategy fail in the past because it was not a strategic plan at all. Tactical considerations were involved in the design. For departmental managers to make judgments and execute solutions consistently with the overarching plan, a strategic plan provides a framework. The power to make decisions is critical in securing buy-in for the plan. A mandate, not a plan, is a tactical plan that outlines exactly what has to be done to achieve a specified strategic goal. There is little doubt that this strategy will backfire on the organisation’s lower-level management.
An organisation’s strategic plan is dynamic, not static.
Organisations like writing a 5-year strategic plan every year, although this is not mandatory. Adaptability and flexibility should be included in the strategic plan to accommodate future changes in the market. Already spoken about how strategic planning is about looking forward and planning for what the future holds. Instead of needing to “right the ship” when something unexpected happens, you may make tiny, reasonable course changes by routinely pondering what the future holds.