I was apprehensive about reading “A Breakthrough in Strategic Planning” by Ron Tabachnick, being that the book is a promotion to sell what is often referred to as “The Plan.” However, I was pleasantly surprised to find that there is much that can be learned from this text without subscribing to the services of the author. My sole criticism is that the word “breakthrough” in the title is a bit misleading. A better title would have been the tactical aspects of strategic planning or even tactics for the implementation of plans and goals. One must realize that the formulation and implementation of goals, policies, and strategic initiatives is a skill set on its own and this is what the book is about. It is a matter of employing the right short term tactics to the situation encountered. Anyone who has been through this type of exercise may also realize that deciding on a plan or strategy can be the easy part. Its execution and getting the support of staff and management can be the difference between success or failure of the entire process. This is why a review of Ron’s experiences and his suggestions may be worthwhile.
It is essential to realize that the ability to organize staff and to “make things happen” is a valuable skill. Having sat through many unproductive meetings myself and knowing all sorts of people who have had similar experiences, I can appreciate this. I also know of organizations that have been unsuccessful in this regard. At worse, a sense of cynicism can set in that makes future attempts at planning and restructuring so much harder. Instead of “let’s all try to fix this,” the attitude of the staff is “here we go again.” The support of a process called “The Plan” and the dedicated work of someone who can instill enthusiasm in its participants can be invaluable.
Research has shown that people are least productive in matters where tasks are not defined. Strategic planning and its implementation is one such area. To this, add the fact that many of the people involved already have specific and defined tasks to accomplish and a situation develops where already busy staff will not be motivated to take on additional work. For this and other reasons, it makes sense to bring in a consultant (facilitator in Ron’s words) who is responsible for working on this specific task and to get the entire process moving. Such a person should have the soft skills needed to bring diverse people from various disciplines together and actually help them work as a team.
The methods Ron writes about have been used before. Things like writing notes on a screen so that all participants can visualize what is being discussed, or using a talking ball to keep discussions organized. He also discusses other devices such as a BS grinder to subtly let a speaker know that what he/she is saying is of little value or a technographer to organize the minutes of meetings. What is often referred to a The Plan is not described as such, but its structure is alluded to throughout the book. One must realized that what is most important is the skilled use of this tool.
Although I did imply that these are tasks that can be handled “in house,” there are compelling reasons to seek outside help. This person would have to sole responsibility of ensuring that the strategic plan is being done and that its implementation is proceeding. He/she would be unencumbered by day-to-day tasks or internal politics. A fresh perspective would be introduced into discussions and, if this person is an expert in the facilitation of meetings, then the organization would have access to a valuable resource. The important skills would be the ability to listen, to prioritize work and to decide how to bring about what all the principals have agreed to.
For these reasons, I believe that Ron’s book is a good reference for new ideas to those who already have experience in the strategic process. In organizations considering a formal system of goal implementation for the first time, it can also be a valuable resource.
