How to involve other important stakeholders ? - One of the key strengths of this process is that this process provides an opportunity for involve other parties who have an interest the results of your long-term Planning efforts before, during, and after the initial development effort. Other parties may include employees who may not actively participate in the process of formulation, customers, outside sales representatives, suppliers, strategic partners, community representatives, and even some your competitor, if cooperative efforts are all considered to be beneficial. (Of course this does not mean have violated anti-trust rules).
Before
At the very least, you may want to tell certain stakeholders that you're starting identify areas of key strategic and critical strategic issues and invited him to share an informal opinion. Although many do not respond to such invitations, at least they will be aware of what you are doing, and curiosity, although no other reason, will make them interested. Another approach could involve Stakeholders include :
For
If you schedule a series of meetings, how good your planning team members met with people from the unit itself and perhaps also with people from other units to get some feedback while turning on the progress you make. It is very important when you finish early identification of critical strategic issues, to ensure that no important issues are overlooked by you. (The next article contains examples of the types of questions you might want to ask).
After
Once your planning team agreed on the key areas of strategic, critical issues, the target term length, and a strategic action plan, it is important to communicate to them who will be affected. By acting thus, you indicate that the analysis and the plan is still a subject that needs to be modified based on the feedback received.
The principle to remember is that these materials need to be considered a living document that you'll use in tactical planning and subsequent decision-making. The document is not academic records archived and forgotten or ignored at will. You may be sure that some of your stakeholders will oppose you when your actions clearly not in line with the position taken in the thought and effort sraregis your long-term planning.
Before
At the very least, you may want to tell certain stakeholders that you're starting identify areas of key strategic and critical strategic issues and invited him to share an informal opinion. Although many do not respond to such invitations, at least they will be aware of what you are doing, and curiosity, although no other reason, will make them interested. Another approach could involve Stakeholders include :
- Develop a series of short questions, same as the one described in the next chapter, distribute on stakeholders, elected to make comments and return it before the initial Meeting.
- Conducting a series of focus group meetings designed to obtain input from the question have been made as to the points above.
- Appoint a task force composed by cross-section of interested that may help identify issues that need to be addressed.
For
If you schedule a series of meetings, how good your planning team members met with people from the unit itself and perhaps also with people from other units to get some feedback while turning on the progress you make. It is very important when you finish early identification of critical strategic issues, to ensure that no important issues are overlooked by you. (The next article contains examples of the types of questions you might want to ask).
After
Once your planning team agreed on the key areas of strategic, critical issues, the target term length, and a strategic action plan, it is important to communicate to them who will be affected. By acting thus, you indicate that the analysis and the plan is still a subject that needs to be modified based on the feedback received.
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Here are some ways that you can use to communicate information :
- Publish strategic plan that you have completed (the result of strategic thinking as well as your long-term planning) the following interpretation which you deem necessary, and also indication of possible modifications.
- Meet representatives of various stakeholder groups (perhaps starting from a group of employees) either individually or in small groups and discuss the implications of the results of your planning efforts to them both as individuals and collectively as well as the overall organization. My advice, Circulate materials of your planning meetings before or when the meeting and ask participants to interpret the meaning of the Document, do you interpret the document for them. Thus you have a better chance to get feedback honest about the clarity of your message.
- Circulate the concept / document on the results of the planning meeting following feedback questions to get an answer / response. The method is particularly useful in organizations that are very decentralized or the organization will be very difficult or time consuming to collect people together to discuss the planning results.
- Circulate the concept / document accompanied by a cover letter indicating that the document will reviewed again as well as possible modifications in the future, such as six months to come.
The principle to remember is that these materials need to be considered a living document that you'll use in tactical planning and subsequent decision-making. The document is not academic records archived and forgotten or ignored at will. You may be sure that some of your stakeholders will oppose you when your actions clearly not in line with the position taken in the thought and effort sraregis your long-term planning.
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