When it’s an operational plan, when it’s neither ambitious nor credible and when it lacks measurable objectives that align with the organisation’s mission.
With so many options available, it’s impossible to pick the perfect strategy. A rule of thumb though, like so much in running an organisation, is that both the approach and the final document should be proportionate to the size of the organisation.
I hear about charities and social enterprises spending a year just on the preparation phase, speaking to hundreds of stakeholders in the process. Others go the other way and speak to no-one outside their organisation.
Talking of preparation, I love chopping all my vegetables and having them all in little bowls before I put the hob on. In large part because I’ve got a small brain that needs to concentrate on the recipe and also, because like many charities and social enterprises, my kitchen is tiny.
This focus on the preparation phase is why I really like this guide to strategy from New Philanthropy Capital. It divides the process up into Preparation, Development and Implementation. This is helpful, not least because starting the strategy process can feel overwhelming and I meet many leaders who don’t quite know where to start.
Like most things, including meal preparation, it’s okay not to know exactly where you’re going to get to, but to make a start anyway with putting the different strategy ingredients in bowls.
Having faith that the strategy will turn out okay is easy if you’ve done it before, but breaking it down into who you are going to speak to, data you need to collect and red lines you won’t cross, is vital to starting the strategy process and the future sustainability of the organisation.