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Far too often, organizations that do not have a profit motive but exist to serve an audience of varied stakeholders perform at a “fair” or “good” rating, not nearly well enough to optimize their full potential. Consequently, despite the best of intentions, ideas do not get put into action, board meetings are not productive, and due to a lack of accountability, things are not executed as well as they should be.
Strategic planning is an exercise that most organizations go through once a year. It can be a useful tool. In many instances, once the planning session is completed, the plan becomes part of history. This means the plan is a failure. Board members find that it is far easier to wish, hope, and talk than to actually do something, and most organizations take the easy way out; which is why month after month, year after year, the same problems remain and never seem to get addressed, as messy as that might be, with finality.
Every business deserves an achievable, realistic plan. Every business should also avoid the usual planning affliction of having an “appetite bigger than the mouth” by attempting to do more than is possible with the limited resources at hand. Can the organization execute the plan? If it cannot or does not, the whole process is futile!
Any number of consultants or facilitators can create a plan. The key to success is execution and accountability. Objective, third-party involvement that brings in accountability is the only way to bring the needed confrontation into an organization not living up to the potential it has.
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