Dilbert Was Right About Strategic Plans

Strategic plans are essential to the continued well being of any business. We are all aware of this. I have been involved in organizations where the strategic plan was considered the most important document in the organization, and I have been places where it was considered a necessary (or unnecessary) evil. Wherever I have been, I have invariably found that the most successful strategic plans have adhered to what I call the Dilbert Rule for Strategic Plans.


 


When asked by his (pointy haired) boss for his suggestions for the strategic plan, Dilbert responded with


 


“Why don’t we find out what we make the most money at, and do more of that…”


 


Of course this was rejected out of hand as far too simple for a strategic plan. I would agree that for an entire strategic plan it probably is, but for a starting point I don’t think you could do much better. It requires a self analysis of profitability and competitive situations that will be the cornerstone of what the business is doing and will be doing going forward.


 


The key here is to identify your strengths and to build going forward from them. Too many times we tend to identify traits that we want to be strengths instead of those that are strengths, to build our future business on. It is by looking at both the current and desired capabilities that a good strategic plan can be created.


 


Next week I’ll be looking at the Jethro Bodine Clampett school of ciphering in your business. This topic covers the “goes into’s and goes out of’s” of your business. Its basic but it also works.

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