Vision Strategy and Planning

Deciding what you want to be, where you want to go, and how you will get there

Every professional organisation needs to be clear where it wants to go, what it wants to be (Vision) and how it will get there. Those that are, endure and such clarity of vision creates meaning and purpose. Not only this, it is important that all owners are involved in determining this. Also, everyone in the organisation should be informed and confidently and enthusiastically involved in achieving the goals that flow out of such a vision and strategy.  This requires careful, structured planning and very good ongoing communication from an organisation's leadership.

The issues that clients traditionally address in this area include:

• Firstly, and of crucial importance, how to engage all owners in such a process.
• Secondly, what impact will the firm's culture have on this?
• What forum (conference, retreat or otherwise) to use to consider these issues?
• Positioning i.e. an objective S.W.O.T consideration of where the organisation stands
• Clarifying what the organisation truly wants to be and where it wants to go – what is it's vision?
• Identifying from this some Key Objectives & Goals
• Considering implementation and how to integrate these important items into everyday practice and management, communicate them and obtain buy-in
• If appropriate planning a conference or retreat around these matters
• Insuring there is some form of annual review built into whatever comes out of this

"In my experience many firms have some form of vision or strategy reduced to writing. However, not many people in the organisation know about it, or remember it, nor is it supported through the various organisational systems and processes or threaded into the culture and values of the organisation.  Furthermore, it will often not have the enthusiastic support of senior leadership and management behind it. Also, too many of these plans look too alike. It is not surprising therefore that much visioning and stragegising does not get implemented.

At Authentikos we develop strategy attuned to a firm's particular circumstances. While this invariably covers key areas such as market positioning, growth, profitability, and service offerings, we do find that all issues which are critical for a particular firm's success in its particular market, are or become strategic for the firm.

In regard to planning, I have found that a simple, easy-to-understand and effective plan, that directly supports vision and strategy, is worth much more than a complicated, multi-layered, sophisticated one. The real challenge is to convert vision and strategy and the supporting planning, into reality. Firms that do this, do well." 
Sean Larkan, Chairman, Authentikos

"Sean is highly skilled in assisting major law firms to create a vision which is both challenging and achievable. He gets attuned to the culture of a  firm and works effectively to bring about change within the firm wherever necessary and in a manner which is consistent with the agreed vision.  Sean is also experienced in assisting the partners of a law firm to recognise and capture the values of the firm so as to ensure that the firm has a touchstone for its decision making whether during periods of rapid change or otherwise."

Michael Henderson, Board member and former Head of Property, Minter Ellison, Australia

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