If you are a business manager you will know, and probably have used, the term "Strategic Planning". It's even possible that you've participated in the process a few times. There might be a copy of your corporate strategic plan in your office right now. The ‘acid question' is – how useful is it to you at this point?

The value of Strategic Planning The process of strategic planning is a great help in building consensus on future directions, current priorities and resource allocations. Once the exercise is complete though, the document is rarely in active use. This suggests that the concept of strategic planning is something of a myth.

Our Strategic Profile - "that" which we are What is really needed is often available through strategic planning, but not too obvious – it's a Strategic Profile. This is a template against which to measure and assess the appropriateness of ongoing decisions. The Strategic Profile is the core of the business's Vision, Mission & Values statements. It comprises a clear expression of what the business is all about (its ‘heartbeat'), the business concept (that which separates this business from any others like it), and also defined Areas of Excellence (those things which need to be our distinctive competencies).

Helps separate the critical from the ordinary All these are necessary when we have to separate out ‘critical issues' from just ordinary issues. When we are in crisis, we'll have neither the time nor the objectivity to make fine distinctions. True consensus, in advance, is a sound investment.

Allows us to chose the right strategies In business today, speed and sensitivity in response to market demands is critical to survival and success. When these fail, for whatever reason, recovery is imperative. The first step to effective recovery is to define which are the Critical Issues upon which we should be focusing. We do not have time to start analyzing our business at that time, and we cannot allow ourselves to be distracted by competitor activities. Action must be swift and sure, and it has to be strategically sound.

By asking the right questions As a leader, your role is clear. Guide the strategic thinking process through to completion, involving every relevant resource available to you. Your primary task is not to come up with the answers but rather to ensure that the right questions are being addressed. Thereafter, if you can coach others through the detailed problem solving processes, you are adding real value.

Are you ready for this challenge?

Here's a helpful Diagnostic, and an informative Organizational Survey, to assist you to develop your skills in this area. Take a few moments, when it's convenient, to assess and stimulate your personal strategic thinking capabilities. (Go to the Responses and Scoring page only when you've completed the Assessment!)

The Diagnostic might also be useful to assist others for whom you're responsible to gain a realistic impression of their competencies too. Why not? It's free and conveniently to hand.