Message from the President & CEO

By Chris W. Brussalis

Many senior executives could write a strategic plan that accurately addresses industry trends and customer needs in a day or two.  Will it be successful?  Most likely, the answer is “no.”  The effectiveness of a strategic plan, or any other initiative, is essentially the product of two things: quality (or technical competencies) and acceptance.   A well-written plan is only successful when it is created and embraced by key stakeholders who have the technical expertise and experience to build the plan and who will buy-in to the plan and its process.   In this way, a strategic plan becomes an analytical tool, living document, and team-building process.  A technically  competent plan that has buy-in will increase the likelihood of successful implementation.

 A good strategic plan:  

1. Helps focus on the distinctive capabilities of the organization in the context of its environment;
2. Sets a formal direction for the organization with a proactive orientation – looking into the future, anticipating, and planning for change;
3. Creates an environment (of teamwork) where all organizational participants can make more effective decisions and utilize their skills more fully; and
4. Provides a concise basis for analysis, evaluation, and input.

In this newsletter, The Hill Group will discuss how strategic planning can help your organization to successfully perform among the most innovative and skilled competitors.  While our last newsletter described how to put together the right team, this issue will show you how to leverage your organization’s talent to develop and achieve measurable goals. 

We invite your feedback and suggestions.  We also plan to include articles written by our clients in future newsletters.  If you are interested in contributing to any of our upcoming editions, please feel free to contact me at cbrussalis@hillgroupinc.com .

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These materials have been prepared for educational and information purposes only. They are not consulting advice or opinions on any specific matters. Transmission of the information is not intended to create, and receipt does not constitute, a consultant-client relationship between The Hill Group, Inc. and any recipient of this material. Readers should not act upon this information without seeking professional advice.