Strategy, Planning & Policy
Having a clear idea of where you are heading, and being able to articulate it in a few phrases is key for most organisations. If you can’t explain clearly where you are going, you are unlikely to get there. It is amazing how many organisations either don’t really know what they want, or cannot express clearly what it is.
It all starts with strategic thinking - working out where you want to go, and talking through how to get there. Then comes putting together a plan for delivery. Finally policies need to be put in place to ensure it all happens.
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This isn’t about writing meaningless mission statements made up of a collection of buzz words. It is about being able to articulate what is really important and having a document that goes logically through the key stages.
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Putting things in writing takes effort. But that effort builds the teams and resilience to make things happen.
Strategy, Planning & Policy in practice
I have decades of experience in both developing strategies and in communicating them - from writing corporate planning documents, to developing strategies on risk, governance and employee ownership. I spent eleven years developing strategy and delivering projects at London Transport and in local government. I wrote Annual Business Plans and Statements of Strategy for London Transport, as well as developing the business case for, and overseeing the implementation of £5m interchange project. I was the client manager for the £20m implementation of real time passenger information in London.
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The starting point in developing strategy and policy, of course, is to have a clear idea of what you are trying to achieve. I like helping organisations to dig into their intentions rather than just accepting assumptions about their aims. I am confident asking difficult questions to get to the core of the issue. I have helped many organisations to sharpen their thinking, getting down on paper thoughts on which to build their strategy.
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