Strategy is about shaping your future—ideally, before the moment of action arrives. For your board’s strategy to become a reality, it needs more than just vision; it requires a clear, actionable plan to bring it to life.

Effective strategic planning requires a comprehensive approach that considers five key aspects.  

It starts with a clear focus on the future you want to create, defined by your vision or purpose. At the same time, it’s crucial to recognize that multiple future scenarios are possible, allowing you to prepare for different potential outcomes.  

Understanding the current environment is equally important, using a SWOR analysis to assess strengths, weaknesses, opportunities and risks. With these insights, the next step is to identify the key strategies; typically three or four; that need to be implemented both now and over time to navigate future possibilities effectively and head towards the future described by the vision.

Finally, strategic planning must be adaptable, with continuous monitoring and the flexibility to make adjustments as needed to stay aligned with evolving circumstances. 

So, how do you create a cohesive strategic plan? It comes down to four key elements: 

The first key element is understanding how vision, or purpose; can serve as a long-term strategic filter, guiding decisions over a 30 to 50-year horizon. This enduring sense of direction helps ensure that every major decision aligns with the organisation’s deeper mission and long-term aspirations.

Your Vision or Purpose statement defines the impact your organization seeks to make for the stakeholders you serve. This is your long-term guiding star—looking ahead 10, 20, or even 50 years into the future. While the path to achieving it may evolve, the vision itself remains steadfast, and the Board serves as its guardian. 

This is your organization’s big, ambitious aspiration and objective; a clear and inspiring target that should guide decision-making and keep your strategy focused. Every project and program presented to the Board should be evaluated against it.

Staff should use it to align their operational efforts and stakeholder engagement, while the Board should rely on it to shape discussions, provoke critical questions, and guide ongoing monitoring.  

A strong vision or purpose isn’t just something aspirational—it’s a practical tool that guides every decision and action toward the organization’s ultimate goal. In reality, there are only two types of vision statements: those that work—because they’re actively used to provide clear direction—and those that don’t, often because they’re vague, forgotten, or impossible to apply in practice. 

Next, let’s turn to the second key element: using the strategic plan to guide and focus short-term priorities over the next 2 to 3 years. This helps ensure that immediate actions are aligned with the broader vision and contribute meaningfully to long-term goals.

A strategic plan serves as a short-term roadmap, helping to focus and prioritize the organization’s efforts over the next two to three years. At its core, it boils down to identifying the top three or four key priorities that the Board agrees must be achieved within this timeframe.

While strategic plans are typically designed for a three-year cycle, the rapid pace of change often means they are substantially completed within two to two and a half years. To keep the strategy relevant, regular updates at the Board level, along with formal annual strategic plan reviews, ensure adjustments are made as needed. Every three years, a full reset allows the organization to reassess priorities and realign with its long-term vision.

Now, let’s explore the third key element: moving from strategy to execution through the operating plan. This one-year plan translates strategic priorities into clear, actionable steps—ensuring the strategy is brought to life in the day-to-day work of the organisation.

The annual operating plan is the bridge between strategy and execution. It guides teams in aligning their work with the company’s strategic objectives, helps prepare the budget, and ensures resources are allocated effectively. 

For a strategic plan to be truly effective, each strategy must have clear, actionable steps. This is where the high-level vision transforms into practical, tangible actions. Typically, each strategy is supported by three to four action plans that detail how it will be implemented.

Even more importantly, every staff member should be encouraged to explore how they can contribute to the organisation’s strategies through their day-to-day work. This not only helps embed the strategy into the organisation’s daily rhythm and culture, but also sharpens staff focus and often leads to innovative ideas that might not emerge otherwise.

To capture insights while they are fresh, these action plans should be written within 1 week of the planning session. This responsibility usually falls to a small group—often the CEO, Chair, facilitator, and possibly one other senior staff member—who meet immediately after the main planning group concludes. This focused approach ensures that planning remains strategic while execution is structured and well-defined.

Next, let’s take a closer look at the fourth key element: keeping strategy on track through regular reviews at board meetings.

Ongoing strategic reviews at board meetings help keep the organisation focused on its objectives and ready to adapt as new challenges or opportunities arise.

Many strategic plans fall short because the board lacks a clear process for monitoring progress. Regular review is essential to ensure the strategy stays relevant and actionable.

One simple approach is to include each major action plan as a standing item on the agenda of every board meeting, either as a Paper for Decision, a Paper for Discussion, or a Paper for Noting. A more structured approach could involve forming a dedicated review committee that meets quarterly to assess progress and adjust the organization’s strategic direction as needed.

Some organizations take a balanced approach, dedicating every second board meeting to strategic discussions while using the others to focus on operational matters. There is no single correct method—what matters most is finding a review process that fits your organization’s needs. 

In addition to ongoing discussions, an annual strategic review is critical. During this review, the board and senior executives evaluate what has worked, what hasn’t, and what may have been overlooked. This allows for necessary adjustments to keep the strategy aligned with the organization’s goals and external realities.

In closing 

Strategic planning goes beyond setting a vision—it’s about taking deliberate steps to shape the future with a clear, adaptable plan. By defining long-term goals, preparing for multiple scenarios, assessing the current environment, and identifying key strategies, organizations create a roadmap that is both ambitious and achievable.

However, strategy must evolve through continuous evaluation and refinement. Success lies in a structured yet flexible approach that transforms a strategic plan from a document into a driving force for progress.