Ensure that the company complies with its overall strategy. 2/3 of human resources, 66% of them are not compatible with the firm’s strategy. (Harvard Business School) It is important for the company to be compatible with the entire strategy for everyone to get involved more easily and for the internal processes to run more smoothly.

Build your planning team from diverse but compatible individuals. Diversity leads to a better strategy. Build a core team of 6-10 people, including leaders and managers representing every aspect of the firm.

Make sure the team understands the firm’s strategy. 95% of the staff, many of whom work in the company, do not understand the strategy of the company they work for. (Harvard Business School) Make sure the team understands the firm strategy. Otherwise, the emerging strategic plan may not be compatible with the company strategy.

Take time to focus on strategic thinking and big picture. People will try to reduce the time of strategic planning discussions. But the team must think big to come up with a good strategic plan. Always take as much time as necessary.

Get the full involvement of key guys in the company. You can’t do it yourself. If your team doesn’t give itself to the planning process, you will drown in the water. Especially ensure that the key men in the team are fully involved in the process. Only 23% of firms use formal strategic planning process. In 52% of companies, decisions are made by a small senior group. (McKinsey & Co.)

Create an open discussion environment without taking positions. Do not try to manage planning sessions. Managing an independent person ensures that everyone is easily involved. Encourage active participation.

Consider the implementation before you start. No matter how good your plan is, it is not a good plan. Implementation is the transformation of the plan into action. Without implementation, it would be useless to have studied the strategy plan.

Make the implementation plan easy to understand. The action ruler of the plan should be understandable and the stages should be easy to follow. Failure during the application may cause the entire plan not to be implemented.

Don’t write your plan on stone, it should be flexible. Good plans should be flexible, not rigid and unchangeable. Feel free to change it as needed to adapt to market variables.

Explain the next stage clearly at each stage. Before closing each strategic plan session, make sure that everyone understands the responsibility and deadlines of the next stage.

Make the strategy a habit. Check the strategic plan success performance monthly, quarterly. Focus on accountability for results and keep the results of unapproved missed delivery times clear and precise.

Make sure the information is correct. If the strategic plan is based on a good knowledge base, it is a good strategic plan. Mostly teams rely on untested assumptions. An information-based plan should be established.
Do not spend much time planning. There may not be time to take excessive time planning and take action. Sometimes you get lost in the plan and become unable to do business. Do not bypass the application, because the plan exists with the application.

Do not copy from another company. It may be easy to find an example of a company that looks like you and implement it as your strategic plan. But you should also be aware of the internal dynamics that may change in the company. Every organization is unique, complicated and diverse. You must find your own way.

The strategic planning process is successful when there is good communication from bottom to top in the firm. Interruption of communication can disrupt all processes. Ensure internal communication is smooth and fluid. Try the rein system, where you can best communicate.