(Ref:
Those writing strategic plans as well as those passing them have the responsibility for ensuring:
1. That strategic plans are correct and will handle what they are designed to handle.
2. That strategic planning is done to handle existing situations.
3. That no situation or goal requiring strategic planning is left uncovered by an overall plan for its handling.
Additionally, those writing strategic plans have the responsibility for getting themselves trained to proficiency in the use of this vital management tool.And those passing on strategic plans have the added responsibility of correctly critiquing submitted plans, with no caprice or opinion entered into the line. With standard, in-tech criticism given, those in planning positions can be brought up to greater proficiency in their planning through cramming, additional training and, as needed, ethics.
The following checklist is therefore offered as a guide for those writing strategic plans and those whose job it is to approve such plans and authorize them for issue.
1. a. Has the strategic plan been preceded by correct observation of the situation to be handled?
b. Is it a valid situation?
c. Has all the applicable data been examined?
(These points would show up in verification of the information section of the plan.)
2. Is there a clear and comprehensive statement of the situation the plan is designed to handle?
3. Is there a clear statement of the purpose to be achieved?
4. Is the purpose, as stated, based on and consistent with the situation?
5. Is the purpose broad enough and stated in sufficiently broad terms so that, when achieved, it will not only handle the situation but result in increased viability?
6. Is the strategic plan itself aligned to and consistent with the purpose?
7. Is the plan clearly expressed and understandable?
8. Does the plan include a strategy that will actually and effectively implement the purpose and swiftly get it rolling in the physical universe?
9. Is the proposed strategy actually clever and bright enough to achieve the purpose?
10. Is the plan broad enough to fully accomplish the purpose?
11. Is it doable?
12. Does it cover, in broad general terms as required in a strategic plan, the major actions and areas which need to be programed in order to accomplish the purpose?
13. Where it uses any of the other tools of management, does it use these correctly?
14. Does it take existing resources or lack of them into consideration?
15. Does it include strategic use of lines, terminals or networks where the need for this is obvious?
16. Does it include the use of surveys and/or PR handling where these are obviously indicated by the situation?
17. Does it tend to collapse purpose and tactical planning and omit the needed strategy? (If so, it needs correction.)
18. Does the strategic plan effectively bridge between purpose and tactical so that it can be used for coordination in tactical planning and serve as an orientation point for precisely targeted actions?
The above checklist is not in any way intended to be used by planning or approval terminals as a substitute for study of the references and full data on strategic planning.
While other factors than those listed might need to be taken into consideration, the checklist provides the main points upon which any strategic plan would be judged.
And it is probably safe to say that any plan which had all of the above positive points in would be worthy of the title “strategic” and highly effective when executed.