Involving the correct people at the correct time is critical to the successful creation and implementation of a strategic plan.
The strategic creation process will normally involve key people in the organisation who have an interest in or input to the strategic future of the organisation. This will include senior managers and decision makers, as well as people who have knowledge that is important to the process.
This is not to say that everyone needs to be involved at every stage of the process. Some people may only be involved as they are needed (i.e. when specialist knowledge is required) while others may be involved throughout.
The seniority of the people involved will tend to follow the structure of the strategy model. This means that senior executives will be involved with envisioning the future of the organisation – creating the vision and setting medium to long-term goals.
As the strategy development process progresses, it can be useful to involve managers and staff from specific areas or departments within the organisation to set short term objectives designed and identify actions to help attain the agreed goals and vision
While activities and projects will tend to be identified and loosely defined by senior members of staff and managers, it can be useful to seek input from ‘front line’ staff from within the organisation. This is because the people who are involved with the day-to-day activities have better understanding and knowledge of what is required to achieve a specific objective. This will involve defining the detail of the various activities and projects that are required to be undertaken in order to help the organisation attain its goals.
In general, involving people from all levels of the organisation can be a very powerful way to build commitment to the attainment of the strategic goals as well as improving motivation, commitment and productivity.