Food Service & Nutrition - Fall 2017 - 5
for Organizational Success
Develop a strategic plan that will bring your organization's
vision and strategic imperatives to life.
By Michael Stanleigh, CMC
executive team to work together and create
a compelling vision. Creating this vision
and developing the strategies to achieve it
is one of the most difficult challenges for
many organizations. In this complex and
fast-changing world, anticipating the future
can be very difficult. A vision is more than
just a dream. It is an ambitious view of the
future that everyone in the organization
can believe in; one that can realistically
be achieved yet offers a future that is better in important ways than what currently
exists. When the vision is clearly articulated, everyday decisions and actions will
respond to current problems and challenges
in ways that move the organization toward
the future vision rather than maintain the
DEVELOP A STRATEGIC PLAN
Once the vision is developed, the executive team should follow these guidelines
to develop their strategic plan:
1. COLLECT CUSTOMER FEEDBACK
Dramatic gains in overall organizational
performance are very often customerdriven. Customers focus on how the
organization's delivery of products and
services produce the results they're looking for in quality, price, delivery, service,
etc. Your organization's success depends
on your ability to satisfy your customer's
needs. In turn, this ability depends on
how well the organization's internal processes work to meet this external demand.
Understanding the customer is key to
determining some of the requirements
for the strategic plan.
The leadership team must be able to
answer the following questions:
* Who are the customers?
* How is the quality of product and service
delivered to the customer measured?
* How do you obtain customer feedback?
* What do you do with the information
n today's environment, if you are
standing still, you are falling behind.
Making the right decision at the right
time is critical, and following through on
those decisions is challenging. In a survey
of a broad section of CEOs, the Malcolm
Baldrige Foundation learned that most
believe it is three times more difficult to
deploy a strategy than it is to develop one.
The executive team's strategic planning
process must address both the development
of key strategic imperatives and the successful execution of these strategies. The
process starts by identifying your organization's vision and mission. Your organization's vision and mission should outline
the development of your future direction,
the key influences on how you operate
and the key challenges you currently face.
Through an understanding of your organization's operating environment and your
key relationships with your customers,
suppliers, partners and stakeholders, you
will be able to describe your organization's
competitive environment, ensuring that
your key strategic imperatives maintain
your benchmarked position.
However, the process of developing this
strategic plan seems onerous to many and
of little value to others. We have found
that the fault lies not in the concept of
strategic planning, but rather in the process of developing the plan itself. Let us
take you through the process of developing a strategic plan that will bring to life
your vision and strategic imperatives.
DEVELOP A VISION
FOR THE FUTURE
The first step in the strategic planning
process is for the president/CEO and the
CA N A D I A N S O C I E T Y O F N U T R I T I O N M A N AG E M E N T N E W S - FA L L 2 0 1 7