Do you use multiple strategies in your strategy plan?

Yes, multiple strategies are usually used in a strategic plan. Multiple goals might require different strategies and in some cases you might have short-termstratrgies, and/or medium-term strategies, and/or long-term strategies. In other times you might have an alternative strategy in the same strategic plan.

u should always use multiple plans as a strategy , u have plan A , B, & c etc.. because u have alot of variables elemts most of time , so for the anticipated & non anticipated events we should moderate our plans & sometimes our whole strategy too.

planning identifies where the organization wants to be at some point in the future and how it is going to get there. The "strategic" part of this planning process is the continual attention to current changes in the organization and its external environment, and how this affects the future of the organization. Skills in strategic planning are critical to the long-term success of your organization. This form of planning includes: a) Taking a wide look around at what's going on outside the organization and how it might affect the organization (an environmental scan), and identifying opportunities and threatsb) Taking a hard look at what's going on inside the organization, including its strengths and weaknesses (perhaps doing a SWOT analysis)c) Establishing statements of mission, vision and values (some prefer to do that as the first step in planning)d) Establishing goals to accomplish over the next (usually) three years or so, as a result of what's going on inside and outside the organizatione) Identifying how those goals will be reached (strategies, objectives, responsibilities and timelines)

Strategic planning determines the overall direction and goals of the organization. Consequently, strategic planning influences numerous aspects of the organization, including what:a) Products and services will be provided by the business and how those products and services will be designedb) Organizational design and roles will be needed by the organizationc) Performance goals should be established for positions throughout the businessd) Board committees should be developed (in the case of corporations)e) Resources will be needed to achieve those goals, and consequently, how much money is needed to procure those resources -- ultimately, the goals determine the content of various budgets

Two key points to remember while proceeding through this module are:1) The planning process is at least as important as the planning document itself 2) The planning process is never "done" -- the planning process is a continuous cycles that's part of the management process itself

NOTE ABOUT BOARD COMMITTEES: Consider establishing a Board Planning Committee (in the case of corporations) to review and help guide implementation the information in this learning module. The Planning Committee might be comprised of chairs from other board committees. Major activities and goals from this learning module could be incorporated in that Committee's Committee Work Plan. This module includes additional recommendations for membership of the group of planners.

NOTE ABOUT OCCASIONAL REFERENCES TO NONPROFIT MATERIALS: Various links below refer to nonprofit strategic planning -- there is little difference between strategic planning in for-profit and nonprofit organizations. Consequently, all of the materials referenced below can be useful to understanding strategic planning in for-profit organizations.

NOTE ABOUT STRATEGIC PLANNING PROCESS USED IN THIS MODULE: There are many different ways to do strategic planning. The process used depends on the nature and needs of the organization, the reason for the planning (there are numerous, different reasons for doing strategic planning), the types of priorities faced by the organization, the rate of change outside and inside the organization, the ways that decisions are made in the organization, the expertise of people to do planning, the extent of external research needed to do the planning, and the personal preferences of the organization's leaders and the facilitator(s) of the planning process