Let’s Define ‘Strategic Planning’

Planning is not necessarily strategy, and strategy alone isn’t a plan.

A strategic plan is a combination of these two separate but complimentary concepts.

Strategy

…is a collection of thoughtful choices about where to spend limited resources in order to create value.

Planning

…is the process of determining things that will be done with the intention to pursue alignment to complete tasks or projects.

The important thing to understand here is that strategy is about choices, and more often choices NOT to do some things in order to focus our limited human and capital resources on the most impactful things.

A strategic plan isn’t meant to be comprehensive of everything we do as an organization. Rather, it should focus primarily on the opportunities and threats that we see on the horizon.

Centered around the fundamental questions of Why, What, and How, this framework empowers communities to effectively facilitate, develop, and execute strategic plans that deliver tangible public value – on their own!

This approach moves beyond generic corporate models to address the unique complexities and opportunities when working for the public good.

Why

Answering Why before What is influenced by Peter Drucker, who said, “Culture eats strategy for breakfast.” Our culture lives in the heart of our Why. The things that motivate us, our mission and beliefs, are the driving force behind everything that follows.

What & How

The remainder of this model is rooted in the globally recognized OGSM methodology and refined through extensive, practical experience in local government. The influence of the OGSM model can be found in the second two questions: What and How.

In the OGSM model, used for generations by consumer products giant Procter & Gamble, we state our winning ambitions as our Objectives and quantify them with our Goals. These two pieces comprise the big-picture vision for the organization and where it’s heading, the What. The Strategies and Measures on the How side then comprise the specific competitive choices we will make to achieve our Objectives and Goals.

In my 15 years using this model, it is more effective to absorb the complexity in the facilitation and development process in order to simplify these four words – which have many different nuanced meanings to different people – down to the two fundamental questions they are asking: What and How.

  • Facilitate

    Engaging Others for a Good Plan

    A good strategic plan is defined by its inclusivity and the genuine engagement of key stakeholders in its development. This initial stage, Facilitate, is about bringing diverse voices together to lay a robust, shared foundation for your community's strategic direction. It emphasizes establishing the fundamental Why’s and ambitious What’s before diving into the How’s, ensuring your organization is truly "on the right road" with collective buy-in.

  • Develop

    Distilling into a Great Plan

    A great strategic plan is one that is easy to understand and internalize by the whole organization. This stage involves taking the rich insights, discussions, and tough decisions from the Facilitation stage and distilling them into a clear, coherent, and actionable WhyWhatHow strategic plan. This structured output ensures clarity, aligns the entire organization towards common objectives, and provides a framework for both internal efforts and external partnerships.

  • Execute

    Creating Systems for the Best Plan

    The best strategic plan is one that is executed. The Execute stage focuses on implementing the systems, structures, and cultural commitment necessary to ensure the strategic plan is not just a document, but a living guide that achieves desired outcomes and drives continuous improvement. This involves embedding the plan into daily operations and fostering a culture of accountability and results that directly benefits the community.

Strategy for Public Good versus Private Enterprise

Traditional strategic frameworks, often rooted in private sector competition, can sometimes lead to a "race to the bottom" among neighboring cities, particularly in areas like economic development incentives. Our WhyWhatHow framework, however, recognizes that for local governments, true winning often involves a strategic blend of healthy differentiation and powerful collaboration.

  • How will we differentiate ourselves to achieve our aspirations without undermining our neighbors?

    • Cities do compete for residents, businesses, and external funding. Your strategy should identify your community's unique assets and value proposition (e.g., a specific industry cluster, exceptional quality of life, unique cultural offerings) to attract desirable growth, rather than simply offering the cheapest incentives. This is about healthy differentiation – highlighting your distinct strengths.

  • How will we build and leverage key partnerships and collaborations for mutual benefit?

    • Many of the most pressing challenges (transportation, environmental, regional economic development, public health) transcend municipal boundaries. Our framework emphasizes identifying essential collaborative partners (neighboring cities, county government, school districts, regional agencies, non-profits) and defining shared What’s that can only be achieved together. This fosters a collective prosperity mindset, where the success of one contributes to the strength of the entire region.

  • How will we choose to not do certain things to focus our efforts effectively?

    • This critical How ensures resources aren't wasted on initiatives that don't align with your unique differentiators or that could be more effectively pursued through collaboration. It's about strategic focus for maximum public impact.

By systematically addressing these three stages – Facilitate, Develop, and Execute – and embracing a nuanced understanding of competition and collaboration, your organization can move beyond mere planning to truly win by aligning its efforts, making informed choices, and consistently executing its vision for a thriving community.