Previously, we discussed the relevance of conducting a strategic reflection process. Now, we share with you what it takes to have efficient strategic reflection planning. This time, we look at how a strategic vision process helps an organization know itself and achieve its desired outcomes.
What is required for an efficient strategic vision process?
First, any strategic vision process must be participatory, adapted to the needs of the civil society organization, and based on a context analysis. This should include the work conditions and the organization’s capacities (knowledge, technical, and resources).
Everything starts from the team’s strategic reflection
If the organization has clear goals, it can better organize its work, take advantage of its resources and capacities, and face any challenges. Therefore, organizations must devote enough time to this exercise.
At COMETA, we seek to ensure that strategic reflection processes always include a learning component contributing to the institutional goals.
A strategic vision process is helpful because it allows us to:
- Identify issues on which there are discrepancies;
- Identify the causes of the discrepancies;
- Help resolve these discrepancies and reach a consensus.
What do we need to understand before starting a strategic vision process?
Since it is a participatory methodology, the involvement of the executive management, leadership, and the operational team responsible for conducting the activities outlined in the process is essential.
The second assumption is linked to the organization’s ability to reach agreements. That is, we understand that the differences in the visions and positions within the organizations are process-related and not substantive. We assume that there is consensus on the organization’s mission, long-term goals, and fundamental values. Therefore, strategic reflection confirms them or makes adjustments that do not substantially modify the organization’s long-term strategic vision.
If there is no consensus, the discrepancies must be clearly identified to determine whether the process is suitable. Although this process can be done virtually, it is always better to do it in person.
What happens with discrepancies in a strategic process?
It is usual for organizations to have disagreements about strategies or processes, as day-to-day business creates challenges that organizations must overcome.
Structural differences or tensions within an organization can sometimes question its raison d’être. In other instances, discrepancies may stem from varying positions, conflicting values, or personal disagreements among members. When this happens, a strategic vision process might not lead to consensus, making it crucial to involve a conflict resolution professional before resuming the process.
The key to success is strategic vision
Finally, since our approach is participatory, for the strategic thinking process to achieve its goals, there must be trust between the management team, the operational team, and, if necessary, the consulting team supporting the process. However, it is important that they look inward to their organization before looking outward. A strategic vision process is an excellent opportunity for an organization to get to know itself better. This can help an organization to reimagine its desired outcomes through a team reflection with openness, trust, and continuous learning.
In the strategic vision processes we previously supported, we learned that the management team must be honest and open with COMETA about any situation that could potentially jeopardize the process. In addition, we constantly remind them that all the information that COMETA handles about its clients is confidential, and all the team members, including the founding partners, sign a confidentiality agreement that the client can request at any time or, if necessary, we can sign a specific contract for the project.
At COMETA, we can help you with this process, so your organization has one more tool to leave its mark.
