What's Driving Your Business: Defined Strategy or Destination Unknown?

How 3 Simple Questions Will Tell You.

By Peter Christian • Published July 2010

Who to Invite

The number of people involved will vary to some extent based on the size of your business. However, it is not an open invitation to everyone. Keep the group between 5 - 15 people. Gather input from the masses by way of surveys or smaller forums and then bring this intel back to the core group.

What's more important than a specific number of people is having the right cross section of people. This means not only having representation for each department (accounting, marketing, sales, IT, shipping, human resources, etc.), but also different levels of management. Remember, your mid-level managers and frontline personnel are the eyes and ears of your day-to-day operations. They have valuable insight direct from your customers. Also consider how you might involve external sources, such as your customers, suppliers or even a company from a parallel industry.

Oh and by the way...
While only the CEO has the power to dramatically change the course of the company, he should not be the focal point or singular voice in the planning process. This is one instance when the CEO needs to stay in the background. But, if the CEO is not passionate about this process and the driving force behind it, it will never get off the ground.

The Value of an Outside Facilitator
Time is money and if your planning process gets stalled, it could waste the valuable time of your participants. An experienced outside resource is invaluable to the process for a number of reasons:

• Is an impartial observer with a fresh perspective and no preconceived notions
• Keeps process on track
• Creates an environment where all participants are seen as equals in the process
• Guides the group through conflicts and facilitates resolutions
• Is experienced in developing Strategic Plans