I’ve been working with clients this month, three of which are involved in the awesome “strategic planning” process. It’s interesting to see how each is going about it, and where they’re coming from so to speak. So if you are responsible for this kind of high level inputs here are a few tips:
Successful IPA strategy development – move just a couple of pieces strategically – but which pieces, how and when?
Successful IPA strategy development – move just a couple of pieces strategically – but which pieces, how and when?
1. Don’t try to do too much! One client wants to change so much the strategy just won’t get accepted – it won’t work. A few clearly defined areas of strategy development is all that you should do at any one time.
2. Go for regular strategy review and strategy “evolution”. A three year cycle works well. 18 months in – start the monitoring and evaluation process.
3. Strategy work gets easier over time. Agencies that regularly make medium term reviews learn, gain experience, and make more sensible strategy choices.
4. Use a few hand picked colleagues or advisors. Get in a position to show your vision and leadership in strategy development.
Despite Microsoft’s size and complexity, CEO Steve Ballmer keeps strategy clear, simple and dynamic
Despite Microsoft’s size and complexity, CEO Steve Ballmer keeps strategy clear, simple and dynamic
Of the three IPAs that I have seen this month in this position, two will do well, because their strategies are incremental, not over-ambitious, and are anticipating opportunities from the turbulent global market. And one will most likely never make it, because the strategy steps are too internally focused. It is also trying to do too much, too soon, by committee.
Well two out of three is not bad I suppose. It’s just that the one that really needs a result will not be any closer to getting one. Hey ho!
