Objectives

The objective must answer the question: "What does success look like?" The situation analysis describes the current state of affairs, while the objective describes the future. The first step in developing an objective is often a vision statement. It should begin with a qualitative statement; it should also address the situat5ion analysis and problem/opportunity statement.

The objective should be SMART:

· Specific

· Measurable

· Agreed-Upon

· Realistic

· Time-Specific

Strategies

The situation analysis describes where you are. The objective states where you want to be. And the strategies show how to get from where you are to where you want to be. The strategy or strategies must answer the question: "How will success be achieved?" Thus a strategy provides a broad, planned, direct approach to addressing the problem/opportunity and achieving the objective. It leverages the key strengths and or resources uncovered in the situation analysis.

In particular, the strategies must link to the objective and the situation analysis, use KLPs, resolve BI's and leverage the SCA.

Developing the best strategy or strategies, includes consideration of the following factors:

· The more complex the situation, the more likely the need for multiple strategies

· Use creativity and innovation to uncover approaches beyond the obvious

· Identify alternatives/contingency strategies that can be implemented should a preferred strategy fail

· Think through the rational for a given preferred strategy - why is it the best approach? What other approaches were seriously considered and why they were rejected?

There are several ways to transform meaningful insights into appropriate strategies:

· Study your SWOT, BIs, KLPs, and SCA:

· How can you use your strength, to achieve your opportunities, negate your weaknesses, and address your threats?

· Said another way, how can you use your KLP and SCA to address the problem/opportunity while overcoming and negating the BIs?

· Compare your SWOT to the competitor's SWOTs:

· How can you leverage your strengths against their weaknesses?

· How can you use their threats and weaknesses to your advantage?

· Based on their SWOTs, what strategies are the competitors using? What alternatives are available to you?

Plan of Action

Plans of action are specific actions to achieve objectives. There should always be one set of plans for each strategy. The plan must answer the question "What are the details to make it happen?" plans specify the activities and resources required to bring each strategy to life and to achieve the objective. Plans are the detailed "blueprints" that must be followed during the "Taking Action step.

Plans must indicate:

· What needs to be done (activities, tasks, action steps)

· Who is responsible (person, function, department, etc.)

· When (timing, dates)

· How much (costs, resources-all aspects of the budget)

· Milestones and/or contingencies

Taking Action

Taking action sets the strategy into motion through careful attention to each detail laid out in the plans. It converts analysis and planning into action and results.

During the taking action step, give attention to the following points:

· Monitor unfolding results - expected and unexpected

· Keep contingency plans adjusted and ready

· Keep all key players - internal and external- involved and informed

· Communicate!

Gauging Impact

Gauging impact identifies and monitors (tracks) the key measures used to validate interim and final results, and what is happening in the current/new situation. Gauging impact answers the question: "How do we know we're winning?" "What are the results?"

The primary elements that need to be tracked can be found in the objective (What are the critical measures?) and the situation analysis (What are the root causes/driving forces? What else might change that would significantly alter the situation?"

Gauging impact tracks the factors critical to the problem/opportunity at hand. It is not to be confused with monitoring plan milestones. There should be one set of tracking measures for the entire STOP™ analysis... not for each strategy

Typically, the primary elements that need to be tracked can be found in the objective (What are the critical measures?) and the situational analysis (what are the root causes/driving forces? What else might change that would significantly alter the situation?)

Gauging impact must consider:

· What needs to be measured? (Measure)

· How should each be measured? (Source)

· Who should take the measurements? (Responsibility)

· When or how often? (Timing)

· What are the targets/expectation? (Targets)

The Strategic Thinking for Operations and Projects (STOP™) program is an effective way of communication across various levels of management. It is also a great way to develop an effective business case for change. If you are considering continous improvement projects, this a great way to obtain funds for capital improvement projects that are a part of your continuous improvement efforts.

Brice Alvord has over thirty years experience as an internal and external performance improvement consultant. He holds a BA in Sociology/Psychology from Central Washington University and an MBA degree from City University of Seattle. He is the author of over two dozen books on continuous improvement and training.