When it comes to strategic decision-making, sometimes you’ve got to throw out the book and become more flexible according to the Harvard Business Review article “Three Quick Ways to Improve Your Strategy-Making.” Check out their breakdown of common strategic planning processes, and how you can adjust them to be more productive in strategic meetings and discussions:

The annual strategy cycle

It’s common practice to review and adjust strategy at a set time on an annual or otherwise periodic basis, but why? The market, competition, technology, and other factors don’t shift at a scheduled time. If the situation hasn’t changed, then you probably don’t need to change your approach either. If something does change, you need to react ASAP, not at a pre-arranged date.

The up-front SWOT analysis

Before a SWOT analysis can become valuable, you need to narrow the playing field. Rather than defaulting to a SWOT to start the strategic process, first define your WTP/HTW, or “where-to-play and how-to-win.” What are your aspirations and concrete goals for the business? Where will you choose to “play” and not play? How will you be able to win in these areas? What steps must first be taken to be able to win in the chosen manner? What management systems are needed to develop and maintain the necessary capabilities? Answer these questions in a consistent manner, and then move on to SWOT.

Writing a vision or mission statement

Similarly, you also need to examine your WTP/HTW before you can effectively craft an official vision or mission statement. Developing and refining the perfectly worded mission statement is an arduous process, so besides a quick pass at the framework, it’s a huge waste of time nail down a mission statement without working out some details first.

Click here to read the article from Harvard Business Review.