What distinguishes the Qm² approach to strategic planning is its emphasis on enabling an organization to think and act strategically, rather than simply having a plan. We work with key leaders at the board and staff levels to both create a plan and transform the organization.

The following questions and concepts provide a general framework for designing a planning and transformation process that best suits the specific needs of an organization.

WHY
Why change anything? Is the current status and performance of the organization desirable, only acceptable, or undesirable? Do current trends (attendance, finances, public support, etc.) indicate a problem? Are you prepared for future external changes that may impact your organization? We help you identify and examine trends and search for warning signs.

Result
People in the organization begin to recognize and feel an urgent need to change.

WHEN
Are you ready to change? We help the people in the organization take a deep and honest look at themselves. What is happening internally that keeps you from succeeding now, or may do so in the future? Does your organization have the learning climate and skills for problem solving that are necessary for successfully achieving a plan?

Result
Employees begin to identify and resolve internal issues, thereby improving skills, removing barriers and releasing energy.

WHAT
What should be changed, and what should remain, in the organization? Working with key leaders we help them discover and articulate the core purpose and core values of the organization, things which must be preserved in order to inspire and give focus to the direction taken in the future.

Then we look at the mission, identifying the organization's constituencies, their needs, and how the organization might meet those needs. Rather than trying to predict the future, we assess trends, opportunities and threats, and seek ways to position the organization to take advantage of the former and avoid the latter.

Finally, we help the key leaders envision and describe a major, exciting, distant goal for the organization, to give focus and energy to the work ahead.

Result
People have a clear understanding of the organization's core purpose, what it stands for, whom it serves, and where it is going. They are inspired by the mission and purpose, and energized by new possibilities.

HOW
How will the organization change to seize opportunities, avoid threats, move toward its distant goal, while preserving its core purpose and values? To make sound decisions the leaders need to think strategically. They need to understand:

• The organization's business model: how does it provide value and receive value in return? Is this exchange of value self-sustaining, and at the same time adaptable?

• The competitive strategy: what unique value does or can the organization deliver? What truly distinguishes it from its competitors?

• The culture: how does it solve problems and make decisions? Can it be flexible, anticipatory, fast, experimental?

• What not to do: do the leaders have the wisdom and courage to say no to ideas and activities that do not fit the strategy?

Once strategic thinking is embedded in decision-making, the organization is ready to create what traditionally is considered a strategic plan. This involves aligning the organizational structure and systems to support the strategy, and translating the strategy into departmental goals and actions. Equally important, and often overlooked, are mechanisms for day to day management of the plan and removal of obstacles.

Result
People really understand the organization and think strategically as they make decisions and solve problems. Departmental goals and activities are aligned with the overall strategy. The plan is actively managed for results.

WHO
Who will implement the plan? The organization needs to think strategically about staffing. What are the management styles and working habits that best suit the needs of the organization? How will the organization attract and retain the best, improve marginal performers, and remove those who inhibit change? Qm2 helps the organization create a system to ensure that staff and board understand and embrace the strategic plan.

Result
All staff and board members understand how their individual goals and activities fit the overall strategy.

Qm² has developed a large selection of tools to implement the concepts described above. We work with the director and other leaders of the organization to design a process specific to their needs.