As Featured in Charles N. Internicola’s Business & Franchise Law Report – Vol. III | Issue 5
In last month’s Business & Franchise Law Report, I briefly mentioned the book “Scaling Up” and my confession that as a business owner one task that I needed to do a much better job of was putting in place a “strategic plan” for our law firm. That is, a written plan where our team put pen to paper and following an extensive all day meeting we put together the framework of our strategic plan including our answers to questions like this:
This is all “stuff” that I have always thought existed in my head and, quite frankly, I thought that I did a good job communicating the strategic plan that existed in my head. Turns out, that like many business owners, I have overlooked the necessity of putting in place and properly communicating our strategic plan.
Well, I think we would all agree that it is necessary to set identifiable and communicated goals that are measured and monitored. The problem is that many small business owners fail to put this in writing and over the course of a business day, week, month and year we get overtaken with business tasks (providing a great service or selling great products) and fail to proactively plan and monitor progress.
Well that has always been my philosophy and my excuse why I didn’t need to sit down and go through the strategic planning process. Turns out I am wrong and in reading Scaling Up, Strategic Planning is all about “scaling your business up” for 10X plus growth and really impacting your market.
We are still working on our strategic plan, and although we have a long way to go, here are the tasks we have completed so far:
I would say we still have a long way to go and the next step will be breaking down our 3 to 5 year mission and goals into annual and monthly goals with key performance indicators that we can track and follow. Basically, we have a lot more to do and the key will be to stay on track with this planning process.
After our meeting, it became quite clear to me that the end goal for our firm and our team is to be a firm and organization that really matters to our clients, the overall industry that we operate in and for one another and the families that depend on us.
The list of our core values are below. For me, just as important as the 6 core values that our team adopted was the process where we spent many hours discussing each one, how each core value came about and the list of core values that we considered but did not adopt because, well, they just didn’t feel right.
In terms of our strategic planning, there is still much to do.
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