Strategic Planning Frameworks

Great Board conversations don’t sell—they stretch your thinking. Having spent time both as a member of the management team working with the Boards and as a Board member myself, I’ve seen a few common pitfalls that even seasoned leaders fall into. Here are three that stand out: 1. Trying too hard to “sell” the strategy. Your job with the Board isn’t to pitch—it’s to inform. The goal is to create a regular rhythm of updates around the business, strategy, and execution. One of the fastest ways to lose credibility is to act like everything’s perfect. Every company—no matter how successful—has real challenges. Board members know this. Being candid about those challenges doesn’t make you look weak. It makes you trustworthy. Transparency matters. Your numbers already tell part of the truth. Bring the rest. 2. Keeping the strategic aperture too narrow. Executives often focus on operational detail and forget that Boards can be most helpful in widening the lens. Leverage their distance from the day-to-day as a feature, not a flaw. I cringe when I hear, “I need to dumb it down for the Board.” In reality, the best Boards raise the level of strategic thinking. Bring them into big questions: “What does our industry look like in five years? Where should we be positioned?” Boards are at their best when they help you challenge your assumptions and stretch your thinking. 3. Not asking for guidance. Some of the best advice I’ve ever received in my career has come from Board members. Don’t just report—ask. Tap into their experience. Invite their perspective. The Board appreciates humility, especially when you say, “I haven’t figured this out yet—I don’t have the answer. But what are the strategic issues you would consider if you were in my shoes?” Because here’s the truth: The smartest executives don’t try to impress the Board—they learn from it. And here are 3 things I’ve learned to always get from a great Board conversation: 1. Start with the commercial “why.” Boards aren’t there for a product roadmap walkthrough—they want to understand business impact. Always lead with the commercial dimension. Why does this matter for revenue, margin, competitive advantage, or long-term growth? When you start there, everything else has context. Your Board isn’t a stage—it’s your secret weapon. 2. Define what good looks like. One of the most helpful things you can do is to show what “great” would look like—clearly and with metrics. It gives the Board a benchmark to assess against, and it keeps the conversation focused on outcomes, not just activity. 3. Ask what you’re not seeing. The question I’ve found most consistently valuable: “What do you think we’re not thinking about as a management team?” You’ll be amazed at the insight that comes back. This invites perspective without defensiveness—and you’ll often uncover blind spots or strategic angles that weren’t even on your radar. Because Boards aren’t there to be dazzled—they’re there to help you see what you can’t.

The best way to get employees behind your marketing strategy is to begin with a smart strategy on how to engage your employees.   Here’s what worked for a client of mine attempting a difficult turnaround.   From the beginning, we decided to include in the planning process a cross-section of headquarters and field personnel at different levels throughout the organization.   We wanted to understand what they considered to be the key challenges …   What they encountered on the front lines …   And, their thoughts about what was needed.   So far nothing groundbreaking … that’s how many companies approach the development of a new strategic marketing plan.   But often the employees selected to participate are chosen on the basis of their job performance or because management likes them or because their supervisors want to give them more visibility.   We took a different tact.   Once a decision was made on the disciplines and departments that needed to be represented, we took a deep dive to identify who the real influencers were in each of those departments.   We wanted to find the employees who their peers respected most and would follow.   Employees who other employees looked up to and whose judgement they trusted.   Then we included those handpicked employees at every stage of the planning from the very first meeting up to the final proposal we recommended to top management.   When the strategic plan was approved, these influencers were deeply invested in the outcome.   They owned the plan and wanted to make sure it succeeded.   In part it was a reflection on them.   When it was presented at headquarters…   And then taken on the road to share with the field teams …   We always had the employee/employees who worked directly with those in attendance  participate in the presentation.   Not only did they enthusiastically endorse the new direction at that initial presentation …   They remained powerful ambassadors throughout the implementation and ongoing execution.   The company achieved a record turnaround in less than two years that the CEO attributed in large part to not only having the right strategic marketing plan but also having the right employee strategy to ensure its success.    Illustration and Source: Dr. Michael Heng    Ring the 🔔 on my profile to follow Linda Goodman for marketing strategy and business development content.   #MarketingStrategy #Sales #BusinessDevelopment #EmotionalIntelligence #EmotionalTriggerResearch #CEO #Entrepreneurship #Leadership

A roadmap is not a strategy! Yet, most strategy docs are roadmaps + frameworks. This isn't because teams are dumb. It's because they lack predictable steps to follow. This is where I refer them to Ed Biden's 7-step process: — 1. Objective → What problem are we solving? Your objective sets the foundation. If you can’t define this clearly, nothing else matters. A real strategy starts with: → What challenge are we responding to? → Why does this problem matter? → What happens if we don’t solve it? — 2. Users → Who are we serving? Not all users are created equal. A strong strategy answers: · What do they need most? · Who exactly are we solving for? · What problems are they already solving on their own? A strategy without sharp user focus leads to feature bloat. — 3. Superpowers → What makes us different? If you’re competing on the same playing field as everyone else, you’ve already lost. Your strategy must define: · What can we do 10x better than anyone else? · Where can we persistently win? · What should we not do? This is where strategy meets competitive advantage. — 4. Vision → Where are we going? A roadmap tells you what’s next. A vision tells you why it matters. Most PMs confuse vision with strategy. But a vision is long-term. It’s a north star. Your strategy answers: How do we get there? — 5. Pillars → What are our focus areas? If everything is a priority, nothing really is. In my 15 years of experience, great strategy always come with a trade-offs: → What are our big bets? → What do we need to execute to move towards our vision? → What are we intentionally not doing? — 6. Impact → How do we measure success? Most teams obsess over vanity metrics. A great strategy tracks what actually drives business success. What outcomes matter? → How will we track progress? → What signals tell us we’re on the right path? — 7. Roadmap → How do we execute? A roadmap should never be a list of everything you could do. It should be a focus list of what truly matters. Problems and outcomes are the currency here. Not dates and timelines. — For personal examples of how I do this, check out my post: https://lnkd.in/e5F2J6pB — Hate to break it to you, but you might be operating without a strategy. You might have a nicely formatted strategy doc in front of you, but it’s just a… A roadmap? a feature list? a wishlist? If it doesn’t connect vision to execution, prioritize trade-offs, and define competitive edge… It’s not strategy. It’s just noise.

In 2021, I proposed an initiative I thought was brilliant—it would help my team make faster progress and better leverage each member's unique skills. Brilliant, right? Yet, it didn’t take off. Many ideas or initiatives fail because we struggle to gain buy-in. The reasons for resistance are many, but Rick Maurer simplifies them into three core categories: (1) "I don’t get it" Resistance here is about lack of understanding or information. People may not fully grasp the reasons behind the change, its benefits, or the implementation plan. This often leaves them feeling confused or unsure about the impact. (2) "I don’t like it" This is rooted in a dislike for the change itself. People might feel it disrupts their comfort zones, poses a negative impact, or clashes with personal values or interests. (3) "I don’t like YOU." This is about the messenger, not the message. Distrust or lack of respect for the person initiating the change can create a barrier. It might stem from past experiences, perceived incompetence, or lack of credibility. When I work with leaders to identify which category resistance falls into, the clarity that follows helps us take targeted, practical steps to overcome it. - To address the "I don't get it" challenge, focus on clear, accessible communication. Share the vision, benefits, and roadmap in a way that resonates. Use stories, real-life examples, or data to make the case relatable and tangible. Give people space to ask questions and clarify concerns—often, understanding alone can build alignment. - To address the "I don't like it" challenge, emphasize empathy. Acknowledge potential impacts on routines, comfort zones, or values, and seek input on adjustments that could reduce disruption. If possible, give people a sense of control over aspects of the change; this builds buy-in by involving them directly in shaping the solution. - And to address the "I don't like you" challenge, solving for the other two challenges will help. You can also openly address past issues, if relevant, and demonstrate genuine commitment to transparency and collaboration Effective change isn’t just about the idea—it’s about knowing how to bring people along with you. #change #ideas #initiatives #collaboration #innovation #movingForward #progress #humanBehavior

CFO: We're shifting all marketing to DR. Brand building is a luxury we can't afford. CMO: That's exactly what Figs tried in 2023. Want to know how that worked out? CFO: They're a billion-dollar company, so probably great? CMO: Let me walk you through their 18-month brand journey. It's a masterclass in what not to do. CFO: I'm listening, but skeptical. CMO: Phase 1: February 2023. Figs was spending 15% of revenue on a balanced marketing approach—brand building and customer acquisition. CFO: Sounds inefficient. CMO: Phase 2: May 2023. They pivoted to "marketing efficiency" by cutting brand spend and focusing entirely on DR and immediate customer acquisition. CFO: That's exactly what I'm proposing! Smart move. CMO: Phase 3: February 2024. Their earnings call revealed the truth. They admitted they'd gone "too far" from their previous approach. CFO: Wait, what happened? CMO: Their growth stalled. They realized they needed a more balanced strategy with product launches and storytelling campaigns. CFO: But did they actually change course? CMO: Phase 4: Mid-2024. They completely reversed strategy, returning to balancing short-term acquisition with long-term brand equity. CFO: So they went full circle? CMO: Exactly. They're now emphasizing top-of-funnel marketing to enhance emotional connection and community engagement—the very things they cut a year earlier. CFO: But what about their bottom line? CMO: That's the point. When they abandoned brand building, their growth plateaued. The short-term efficiency gains couldn't sustain them. CFO: So you're saying we'd be repeating their exact mistake? CMO: It's the classic pendulum swing. Brands panic, cut brand spend for immediate efficiency, then realize they've damaged their growth engine. CFO: But we need to show results now. CMO: Short-term results at the expense of long-term health is exactly how brands get trapped in the discount-dependency cycle. CFO: So what's the alternative? CMO: Balance. We can optimize DR efficiency while maintaining brand investment. It's not either/or—it's both. CFO: I need to see the numbers. CMO: I've already modeled it. We can improve ROAS on our DR spend by 15% through better targeting, which gives us room to maintain our brand investment. CFO: This Figs case study is uncomfortably familiar. CMO: The best time to learn from someone else's mistake is before you make it yourself. CFO: Fine. Show me the balanced approach. But I'll be watching those numbers like Taylor Swift watches her backup dancers. CMO: And I'll deliver results faster than her ticket sales crash Ticketmaster.

Across industries, clients are sharing with me that something quiet, yet significant, is unfolding in boardrooms: strategic planning is being fundamentally rethought, not just refreshed. Two signals are driving the shift: 1️⃣ Corporate Restructuring Is Accelerating Kraft Heinz’s decision to split into two companies is just one recent example. We're seeing more leadership teams acknowledge that legacy structures built for scale may now be barriers to growth: nimble entities are far more adaptable in uncertain times. In my own practice, I’m currently working with a large-scale healthcare executive client reorganizing around service-line profitability (not geography), and a fintech firm exploring spinouts to unlock value in client-driven capabilities. Clarity is the new currency and leading strategy discussions. Exclusionary growth-oriented strategies are passe. 2️⃣ Capital Markets Are Opening Back Up Another observation is that IPO momentum is returning. Axios recently reported up to 60 IPOs are expected before year-end. Klarna, Gemini, and others are moving forward, and even mid-market firms are reevaluating M&A plans. One client postponed a deal this summer, not because of funding obstacles, but to sharpen their investor story in light of the competition. The most impactful shift? Strategic planning itself is being rebuilt. Traditional planning models are losing trust and relevance. In today’s politicized and noisy environment, many of my clients are curating their own data ecosystems. Some have added “noise filters” to adjust for narrative manipulation. Others are shortening cycles from annual to rolling 6–9 months. Here are 3 practices I’m seeing among forward-looking orgs: ✅ Scenario Loops over Static Models Dynamic updates based on volatile indicators (commodities, regulation, consumer trust) guide real-time adjustments. ✅ Strategy + Structure Are Now Linked One tech firm redesigned its org chart during its strategy retreat, not 6 months later. ✅ Investor Storytelling Is Part of Planning Especially for firms near funding or IPO, strategic planning now includes a messaging track. My O&G CFO client called it their “Investor GPS.” As you prepare for your next planning cycle, ask: ·       Is our structure aligned for where we’re going, not just where we’ve been? ·       If the capital window opens, are we ready? ·       Are we telling a story the market believes? In 2026, strategy is more abut being directionally clear, structurally agile, and ready to move. #ExecutiveLeadership #StrategicPlanning #CapitalMarkets #IPO #CorporateRestructuring #2026Strategy #BoardLeadership

A leadership team I worked with had just wrapped a major strategy retreat. Values were refreshed. Vision was clear. Energy was high. But six weeks later? Alignment had faded. Mid-level managers were overextended. Stress was spiking. Not because the strategy was wrong, but because the team hadn’t committed to the rhythms that would sustain the change. You can’t lead on clarity and operate on chaos. Culture doesn’t stick without rhythm. When we stepped back in, we settled into the Design & Walk phase. The team didn’t need more content. They needed structure. We established new rhythms: -Biweekly leadership huddles focused on decision-making and alignment instead of updates (moving eyes forward). Reshaped 1:1s built around both results and relational feedback (focused on connection and alignment) -Quarterly reset sessions tying strategy to lived experience across teams What changed? (checking for alignment in strategy and culture) Impact? -Decision speed increased -Team energy stabilized -Managers felt more supported -Turnover dropped in key departments They didn’t just need vision. They needed clear support structures to live it out—together. Real results happen when strategic alignment and human connection move in rhythm. 📌 Where does your team need a rhythm that actually reflects what you say matters? #groundedandgrowing #leadershipdevelopment #organizationalhealth #culturebuilding #executivealignment #designandwalk #rhythms #teamstrategy #managerdevelopment

S&OP CANNOT admit mistakes. This documents shows 7 mistakes that cannot happen and how to avoid them: # 1 - Blindly trusting system data ↳ How to avoid: system output isn’t always truth. Validate what data the team is really using. # 2 - Planning everything at SKU level ↳ How to avoid: work at product family level. Dive into SKUs only when needed. # 3 - Showing only physical units ↳ How to avoid: keep conversion tables for value and other units of measure # 4 - Building models hard to update ↳ How to avoid: design models for easy updates and clear variance explanation # 5 - Keeping assumptions in your head ↳ How to avoid: write them down. Saves time and prevents confusion later. # 6 - Recommending without knowing history  ↳ How to avoid: check what worked and what failed before suggesting actions # 7 - Making decisions outside the AOP (Annual Operating Plan) ↳ How to avoid: keep decisions tied to AOP priorities and visible to all Any others to add?

Beautiful PowerPoint strategies die ugly deaths. Not in planning, but in execution. The costly mistake? Most companies spend months perfecting plans. Then watch them fail in the first 90 days. Here are 7 deadly mistakes that kill strategies: 1/ Disconnected Leadership ↳ Leaders make decisions in isolation ↳ Build rhythm: daily huddles, weekly reviews, quarterly goals 2/ Planning Paralysis ↳ Teams get stuck waiting for perfection ↳ Start with MVP strategy, refine as you go 3/ Loss of Focus ↳ Strategy fades after launch ↳ Set quarterly checkpoints to stay on track 4/ Broken Promises ↳ Leaders say one thing, do another ↳ Match actions with words, be transparent 5/ Priority Overload ↳ Trying to do everything means nothing gets done ↳ Limit to 3-5 goals per quarter 6/ Misreading Resistance ↳ Teams disengage when not heard ↳ Create feedback loops, involve early 7/ Ignoring Metrics ↳ Can't improve what you don't measure ↳ Track 3-5 KPIs for each goal The truth about strategy: 67% fail before they’re executed (HBR). It's not the perfect plan that matters It's how you execute it. Which mistake resonates most? ♻️ Share to help other leaders And follow Mariya Valeva for more

Summer is the start of strategic planning season for many nonprofits, but too often, that planning process is anything but strategic. Here are 5 important things to get right so your next planning process is strategic, effective, and meaningful. 1 >> Plan for Less Many strategic plans read like an extensive wish-list rather than a succinct perspective on the organization's most important priorities, investments, and intentions. This translates into organizations planning to use 100% (or more) of their staff and resource capacity, ignoring important realities - like ongoing high turnover rates, onboarding timelines, and the fact that other important things will come up. Plan for less capacity - let's say 65-80% - and leave room to adapt to what comes next. 2 >> Make Tradeoffs Good strategy involves making clear, consistent choices about what you will and won't do to reach your goals. That means making tradeoffs. When you try to do everything at once, it's hard to know which parts actually worked - and it reduces understanding of how to create meaningful impact for the folks you serve. 3 >> Align Your Plan and Budget Your strategy needs to inform your budget, full stop. If your budgeting process is run separately from your strategy development process, then your budget will win out every time and your strategic plan will become yet another expensive bookend. 4 >> Make it Make Sense Your strategic plan is not a "one-size-fits-all audiences" document. Your staff, community, volunteers, donors, and other stakeholders all need to understand your strategy, but trying to make a single planning document speak to everybody reduces clarity and engagement. Instead, create a cohesive strategic narrative that can be adapted to different audiences and enhanced with the right kinds of data, marketing materials, operating details, and communications approaches for each audience. 5 >> Spend Time to Explore & Determine What You Really Need Often, nonprofit executives come to LaFemina & Co. seeking one thing (e.g., a strategic plan) when they actually need something else. Many other consultants we know have the same experience. Before you jump into a new strategic planning process, spend time having conversations with experts and consultants you trust about what's most needed right now at your organization. You may be surprised by solutions that are a better investment for your current needs. This list is far from comprehensive, but it represents some often-missed essentials for creating effective strategy. Have you seen these items impact strategy development in your work? Share your experiences in the comments. #nonprofit #strategy #leadership #management #ChangeLeadership --- I'm Veronica - I advise CEOs and Department Heads at established nonprofit on creating strategic clarity and learning to lead change well. On LinkedIn, I write about practical approaches to improving the ways we think, plan, and work.