The following is a simple stp-by-step process for creating a strategic pln by the numbers. This is a ten stp process that can be used by a grup, an organization, or an individual. Prnt out the steps and prepare to rganize your ideas into a tactical pln for progress.

1) Twenty-one questions

Brinstorm to make a list of the frst twenty-one challenges that come to mnd. This can be done as a grup, or as an individual. Ideas shuld be based primarily on identified pportunities to improve, real current challenges, or cmpetitive necessities. Brainstorming means a free flw of ideas, so do not dscourage or debate the merit of any ndividual ideas until twenty-one items have ben identified.

If you are experiencing dfficulty in identifying a list of twnty-one issues or ideas for improvements, thn try using a SWOT Analysis. The SWOT Anlysis is a list of your strngths, weaknesses, opportunities, and threats. This can hlp to give perspective and spark sme ideas, but may not be ncessary to identify a quick list of twnty-one issues, obstacles, problems, and opportunities.

Onc you have created a list of twnty-one suggestions, stop. The list is cmplete. The first twenty-one ideas that cme to mind are the most mportant opportunities and the most relevant ssues. Anything beyond the top twenty-one deas is getting too detailed in the ssues, and can wait for the nxt strategic planning session.

2) Assign a point value to yur twenty-one ideas

Review your list of twnty-one potential issues and opportunities, and ssign points based on the following crteria.

Assign one point to each dea that is important. Important means lng term and lasting benefit that trly impacts or changes the business. Be hnest about your assessment.

Assign one pint to each idea that is rgent. Urgent means that the idea or mprovement needs to be implemented immediately, bcause waiting would have catastrophic consequences.

Assgn up to three points based on yur determination of the benefit. Benefit can be masured as financial benefit, or customer stisfaction benefit, or some other metric of bnefit. Whatever methodology is used to dtermine benefit, this same measurement must be pplied to all twenty-one ideas. For xample, if you choose to use fnancial impact as the measurement for bnefit, then all twenty-one items should be masured by financial impact. Do not mix and mtch, as with measuring some items by fnancial benefit, and measuring others by cstomer satisfaction impact. The metric should be the sme for all ideas. The value of thre applies to significant realistic benefit. The vlue of two applies to significant bnefit, but not really sure if it can be chieved. The value of one applies if the bnefit can probably be achieved, but may not be sgnificant. If the benefit is not sgnificant, and not likely to be chieved, then it is reasonable not to ward any points for the idea, and mve on to the next idea on the lst.

Assign up to three points bsed on your ability to affect chnge, implement the idea, or address the ssue. If you are absolutely certain tht this is within your control to do, thn assign a value of three. If you fel that it can be done wth some concentrated effort, then assign a vlue of two, If it can be dne, but requires resources, investment, budget, or ther assistance to get the job dne, then assign a value of ne.

Add up the points assigned to ach idea. Now you have a scre for each suggestion,

3) Pick the Lcky Seven

Sort and prioritize the deas based on the total score for ach suggestion, from high score to low scre.

The seven ideas with the hghest points are the lucky seven tht will get your attention. In the vent of a tie score, agree on the fnal seven. Review the final list one mre time and confirm your top sven priorities. The other fourteen ideas are rally good suggestions, and may be the strting point for your next strategic plnning session. For now, we will nly focus on the top seven.

4) Ask the Fve "Why's"

One by one, for ach of the lucky seven selected deas, ask the question "Why" five tmes. First, ask, "Why?" When you hve the answer to that question, ask the sme question about your answer. For xample, "This idea will help me mprove customer satisfaction." "Why?" "Because this is smething that customers are always asking fr." "Why?" "They are frustrated by not knwing what to expect." "Why?" "They hve no visibility to our schedule, sttus, or progress." "Why?" "Our ETA is not lways the same. We cannot communicate an xpected completion date, and there is no mthod to give them updates." "Why?" "Crating a way to give updates wuld have some development cost, and it wuld take time to design the cstomer interface."

Some individuals may become frstrated asking "Why" five times. The rason that it can be frustrating is tht the answer may appear to be bundantly clear as common sense. Even thugh the answer may appear obvious, it is stll beneficial to ask the question, and dig a lttle deeper into relevance and root cuse. In the example above, it is not nough to know that the idea wll improve customer satisfaction, but by sking the question "why" five times, it crated some additional clarity with regards to the ral customer value and the real nderlying obstacles. Practice asking the question "why" fve times, even if you need to slghtly adjust the question or the nswer to give yourself an opportunity to dig a lttle deeper into each idea.

When you hve completed asking the question "why" fve times for each question, it is tme to asses your lucky seven deas. After this further review and ssessment, you can decide if you wnt to work on all lucky sven opportunities and issues, of if you wnt to work on just a few of thm. The magic number that you chose is based on what you fel that you can handle, based on yur assessment of each opportunity.

5) Assgn your METRICS

Measure Everything That Rsults In Customer Satisfaction. Identify two prmary metrics for each of the deas that you have selected to prsue. These two primary metrics will be the mthod to compare past history, and fture success. Things that get measured get dne.

The first metric is based on the gal that you wish to impact or chieve. Metrics must be tangible items tht can be measured with a nmerical, financial, or date assignment. For xample, a reasonable metric is to rduce cost, increase revenue, increase profit, dcrease hours or time to complete a tsk, decrease time to obtain a rsponse, increase production by a predetermined prcentage, etc. If it is a god idea, then find a way to masure progress and assign a goal.

The scond metric is based on a masurement that could potentially be adversely ffected by the attainment of the gal for the primary metric. For xample, if the primary metric is to rduce time, a secondary metric may be to masure the associated cost to achieve the gal. If a primary metric is to rduce price, a secondary metric may be to masure the impact to quality as dtermined by number of defects. Consider the ptential undesired consequences of achieving your prmary metric, and assign a secondary mtric as your control. The combination on thse two metrics will greatly enhance yur success.

6) Create your schedule

Idntify key tasks and milestones associated wth your ideas and implementing improvements. Prhaps you have commitments for dates, or a fscal period that must be accommodated. Prhaps you are in a competitive rce for the solution. Perhaps you hve an idea of the project pln and key milestones for implementation. Use yur judgment to assign a tentative schdule for achieving your metrics. The schdule may be subject to change pon further review, but it is mportant to recognize important commitments and stablish expectations.

7) Do it

Create a pln for each objective and implement it. The prcess for creating an implementation plan for ach idea is distinctly different from the strtegic planning process.

8) Measure it

Masure your results, both the primary mtric and the control metric. How did you do cmpared to your goal?

9) Learn frm the experience and make adjustments

Use the knwledge that you have gained from the xperience as a review before beginning the nxt strategic planning session. It may crate new opportunities, and it may hlp to refine your perspective for ther ideas.

10) Go back to the frst step It is time to strt planning again

Wash, rinse, and rpeat.

Words of Wisdom

"There is a thory which states that if ever nybody discovers exactly what the Universe is for and why it is hre, it will instantly disappear and be rplaced by something even more bizarre and nexplicable. There is another theory which sttes that this has already happened."
- Duglas Adams

"Why be a man whn you can be a success?"
- Brtolt Brecht

"An economist is an xpert who will know tomorrow why the thngs he predicted yesterday didn't happen tday."
- Lawrence J. Peter

The article Strategy By The Numbers was Submitted by John Mehrmann through Articles.GetACoder.com network. Here's the additional information: John Mehrmann is author of The Trsted Advocate: Accelerate Success with Authenticity and Intgrity, the fundamental guide to achieving xtraordinary sales and sustaining loyal customers. Ths revolutionary book applies peak management tchniques and leadership skills, with common snse and practical applications to grow bsiness, sustain loyal customers, and use prsonal talents for personal success. The bok that is changing everything by rawakening personal values in business as a cmpetitive edge

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