Best Practices Approach Strategic Planning

A software company based in Toronto was in a rapid growth mode and needed assistance in aligning its internal marketing resources with plans for continued expansion through acquisitions and an eventual public offering. The strategic planning approach was based on a best practices model that focuses on what works well both inside and outside an organization.

We followed a philosophy that anything that wasn’t working well could be abandoned – unless it was a pet project or “sacred cow” of someone influential.  This opened the door to drop many minor tasks that had become a part of marketing’s role without any real strategic purpose. The best practices approach also helped those involved place emphasis on their successes and not fear criticism for things gone wrong.  It also prevented the one-on-one interviews from becoming “gripe” sessions.

When the internal, external and market analysis research was completed, we hired a public relations manager and began a strategic planning process that follows a standard outline of pulling together a situation analysis, SWOTs, measurable objectives, strategies, tactics, etc. The difference is that the planning process began with assessment of internal resources, talents and skills before we began planning.

This resource assessment often is either not part of the planning process, or comes at the end when the plan is complete—then someone decides there needs to be more or different talent on hand to implement. We knew going into the planning process where the gaps were, so we were able to address them as we planned. The core planning team was the marketing communication manager, the public relations manager and myself with input as needed from the executive vice president.

The outcome was a strategic plan that was practical within human and financial resources. The department was reorganized placing the PR and marketing communication managers as team leaders. The managers are very compatible in talents, skills, management styles and personalities. The position of vice president was eliminated as redundant with the two managers in place and reporting to the executive vice president.