How do you plan for the future when you don’t know what the future looks like?

In an uncertain environment strategic planning forces you to imagine the future.

Strategic Planning in the midst of Uncertainty 

Summary:

This YouTube video discusses strategic planning for associations, particularly when facing uncertainty. It provides tips for creating and implementing a realistic strategic plan.

Key Points:

• • Importance of Strategic Planning: Strategic planning is crucial even, and especially, during uncertain times. It provides direction for the board and focus for the staff.

• • Scenario Planning: Develop two to three likely future scenarios and create modified strategic plans for each. Focus on identifying risks and opportunities for each scenario.

• • Re-examine Existing Plans: Don’t automatically discard existing strategic plans, but re-examine them from the ground up, considering what has changed.

• • Risks and Opportunities: Be aware of the risks of losing members, sponsors, and government funding. Focus on opportunities to engage members, attract new sponsors (especially Canadian companies), and explore new funding sources.

• • Environmental Scan: Conduct an environmental scan (both internal and external) to understand the current situation and identify risks and opportunities.

• • Staff Input: Involve staff before, during, and after the strategic planning process to gather their input and ensure the implementation plan is realistic.

• • Government Relations: Align advocacy efforts with government priorities and offer information and market intelligence to government to build relationships.

• • Implementation: Successful implementation requires a roadmap (action plan with dates, accountability, and KPIs) and explicit board oversight.

Highlights:

• • In uncertain times, associations need to provide timely and relevant information to members.

• • Engage members by creating task forces and committees to address issues and concerns.

• • Sponsors are critical, especially for smaller associations; understand their changing needs.

• • Revisit the vision and mission statements to ensure they are still relevant.

• • Strategic plans should be short (less than a page per objective) and include objectives, action steps, dates, accountability, and KPIs.

• • Personal conversations are more valuable than surveys for environmental scans.