Planning Strategy and Direction

Strategic planning enables organizations to position themselves robustly in the marketplace for both the short and long term by focusing the organization on the right direction, defining the required strategic objectives and clearly identifying the goals and actions necessary to reach the target.

At Full Circle Group, we help our clients develop a comprehensive strategic plan that is aligned to their mission, vision and values. We work with clients to define and deploy a rolling strategic and operational planning process that ensures alignment and buy-in throughout the organization. We show clients how strategic learning and application can be anchored through the use of “placemats” designed to aid organizational focus. We help them design Visual Learning Maps to stimulate buy-in and creative thinking; help process understanding; and reveal patterns, interrelationships and interdependencies. Lastly, we work with our clients to align organizational and operational processes, systems, structures and policies with new strategies and objectives.

Customers, employees and stakeholders all depend on executive leaders to successfully and strategically set the right direction, thereby providing clarity and meaning for the organization’s mission, vision, values, strategic objectives and culture. Yet meaning is only created within the organization when senior leaders ensure the direction is meaningful to individuals, as well as to the collective organization. Full Circle Group helps executive teams define clear direction and achieve the organizational alignment and meaning required for success and sustainability.

We often lead direction conversations with a question: does your organization have the information, experience and skill necessary to determine the right strategies? Instead of working independently of our clients to propose a direction for the organization, we guide executives through a comprehensive process that brings clarity, wisdom and alignment. Our work enables senior teams to have the right conversations in the right areas. While the direction an organization takes is important, the meaning that the organization ascribes to that direction is critical, since it influences the organization’s commitment to act. Too often, a change in direction is communicated through the wrong channels: a binder, random meetings, some emails. But real meaning can only be created through interaction with leaders who provide context for the change in direction. Meaning is also created when employee participation is made possible, to allow employees to buy in to the plans that affect their work. Lastly, meaning is created by ensuring an environment of “doing what we say we will do.” Without execution, any change in direction is meaningless and employees know it.