· by Dr Hervé Djiowou · Strategy
Why a diagnostic should precede any strategic plan
A strategic plan is only as solid as the understanding of the organization behind it. The diagnostic is its foundation.
When an organization embarks on strategic planning, it is tempting to move quickly to setting directions and objectives. Deadlines loom, expectations are high and everyone already has a sense of the priorities. Yet a plan developed without a prior diagnostic often rests on partial perceptions rather than on a shared understanding of the situation.
What a diagnostic provides
An organizational diagnostic is a structured examination of how the organization functions: its processes, structure, resources, culture and the relationships among its various parts. It generally combines the analysis of existing documents and data with consultation of people at every level.
First, this approach produces an accurate picture of the strengths to build on and the weaknesses to address. It also brings to light gaps, sometimes significant, between how the organization is perceived by its leadership and how it is experienced day to day. Finally, it creates a common language, which is essential for rallying teams around the choices that follow.
More relevant choices, more widely embraced
A strategic plan grounded in a rigorous diagnostic is more relevant: priorities respond to documented issues rather than intuition. It is also more feasible, since the organization’s actual capacities have been taken into account. Above all, it enjoys greater buy-in, because the people consulted recognize their own reality in the chosen directions.
A diagnostic need not be lengthy or burdensome. Scaled to the size and means of the organization, it is a modest investment compared with the resources committed to implementing a plan. Taking the time to understand before deciding remains one of the best ways to make a transformation succeed.