Thinking Big in Strategic Planning May 11, 2010, by Peter Mirus in Coaching
Probably the most fun part of Strategic Planning for any organization—and one of the most healthy parts—is taking the time to envision the future success of the business. However, in performing this envisioning process, many do not mentally move to the point of defining what the organization would appear like when operating at the peak of its potential effectiveness—or in other words, to “Think Big”.
This big thinking is important because it helps the organization to mentally transcend the constraints of current conditions, which may not be ideal. The organization should then identify what obstacles are preventing peak effectiveness from being attained. If guiding this process, Trinity would ask, “Are these obstacles within your ability to control? If so, outline goals for eliminating them. If not, outline goals for navigating around the obstacles or minimizing their negative impact.”
This strategic process of “thinking big in reverse”—from the end goal back to the present—is valuable because it keeps the organization outcome-oriented rather than feature-oriented. In other words, the organization, while remaining operationally grounded, needs to be about its accomplishments rather than its activities.
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