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Tools and Principles of Strategic Planning

Ideally, a good strategy should be accompanied by effective planning tools. There are several tools that could be involved while conducting strategic planning. The most commonly used tools are: Visioning, Metrics or charts, SWOT analysis, Pestle analysis, Affinity diagrams, Portfolio analysis and Interrelationship digraph. Each has its own importance and a specific way of incorporating it within the planning process. A perfect combination of all these tools finely integrates into the strategic planning model of an organization.

1. Visioning: To start with, the very first tool is to vision/to plan for future. It starts with brainstorming which gradually leads to the long-term visualization, as desired by the organization. Visioning answers basic questions such as what the organization wants to achieve in future, what it shall look like, what image it shall build in the minds of its prospects and who shall be the potential customers. Overall, visioning gives a futuristic revelation to the organization’s present image and standing.

Once the leaders have got the answers to these questions, each member jots their vision statements one by one. This process continues by rounds until all the responses of all the members have been recorded. After this, the board debates on the pros and cons of all the responses and finally come up with a vision statement. While drafting the vision statement keep the following points in mind:

Examples of Vision:

Oxfam – Our vision is a just world without poverty.

Save the children International- A world in which every child attains the right to survival, protection, development and participation.

2. Metrics/Charts: Ideally, a strategic plan is incomplete without numbers, calculations and graphical representations. These are often ignored because people might not be confident with mathematics. However, in order to prove the visionary statement, it is important to have justifications through figures and metrics which will finally determine if the project will make a desirable impact, as it has been planned.

Under changing circumstances and situations, either one or more than one of these metrics need to be used for better tracking and evaluation of results. After selecting the most appropriate metric, it’s time to create one.

Leaders ask certain questions: The name of the metric and what will it display about the organization, the kind of data that needs to be produced from the metric and the place where the data can be found, the type of chart that will best display the data and the ways of interpreting the measure. In order to answer the last question, they refer to the first. Once they have formed a complete chain of satisfactory answers that becomes the ideal metric to be selected for that specified time.

3. PESTEL Analysis: Is an important planning tool used for understanding the external macro- level external factors that impact the working of an organization. It is a useful strategic tool for understanding market growth or decline, business position, potential and direction for operations.

Once you have identified the various factors you need to gather data and conduct research to understand the impact of the factors on your organization.

4. SWOT analysis: SWOT analysis is another efficient planning tool, in which members suggest, list and assess the strengths, weaknesses, opportunities and threats of their organization. Conducting a SWOT analysis is a very effective tool to assess, analyze the current health of your organization and manage the organization successfully. SWOT stands for Strengths, Weaknesses, Opportunities and Threats.

5. An affinity diagram: An affinity diagram is useful for narrowing down large number of things into more organized and similar categories in order to make it easily manageable. The term “affinity” refers to inherent similarity or relationship. It is an efficient planning tool for grouping, categorizing and combining vast prospective projects and initiatives into a convenient number.

6. Interrelation digraph: Out of all the important projects, organizational leaders need to recognize only a few essential ones. An interrelation digraph helps in identifying those few projects from the most significant.

7. Portfolio analysis: Portfolio analysis refers to process of analyzing the ongoing, past and present projects/programs of a NGO and assesses the performance of each. Portfolio analysis is a systematic way to analyze the array of services that are conducted by a NGO.

Based on the analysis and categorizing the projects and services you can know which projects require attention and which should be scraped from the list.

4.2  Principles of Planning

It is really important for you to understand the basic principles of strategic planning before you set out to initiate the process. Experts in the field of NGO management and government suggest a few basic principles for strategic planning which would not aid you in the process of planning but will also ensure that the planning leads to success in the future. To avoid your hard-work and time go futile integrate the following principles in the planning process.

With the help of the above planning tools and planning principles, strategic thinkers of an organization can move ahead to the different stages of strategic planning process.

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