Why strategic adjustment is essential
1. Context is constantly changing
Your plan is always drawn up within a specific context. But what if that context changes? Think of a peace organization that develops a strategy in a time of peace and is then confronted with war. Evaluating annually whether your plan still aligns with the current reality is therefore absolutely essential.
2. Available resources and circumstances can shift
Your plan is often based on certain expectations, such as available resources or staffing levels. But what if wages rise by 12%, for example, as many organizations have recently experienced? This can put pressure on your budget, for instance, making strategic adjustment necessary.
3. Mission, vision, and values must remain aligned
Your mission and vision generally remain stable. But if you notice long-term tensions within your organization about how they are interpreted, it may sometimes be necessary to revisit them. This rarely happens, but after 10 to 20 years it can sometimes make sense to review the mission. However, traditionally, a strategic adjustment does not include reformulating your mission or vision.
4. New opportunities arise
Sometimes you notice opportunities along the way that were not part of your original strategy. Suppose you run a social economy organization that sells reused bicycles and receives more and more requests for repairs. That could lead to a new focus, such as a social bicycle repair workshop, even though it was not part of your original strategy.
5. Lack of implementation
A common pitfall is that organizations develop a strategy and start with great enthusiasm, but then fall back into “business as usual.” This is risky, because your strategy often forms the basis for accountability to the board and government. If that is the case, you need to be willing to examine the reasons for the lack of enthusiasm.
How do you approach strategic adjustment?
Step 1: Start by evaluating
Before you change anything, you first need to evaluate. Gather all the data: financial figures, visitor numbers, participants, the reach and quality of your activities. It is also useful to create an overview of all actions carried out. Many organizations skip this step and start brainstorming right away. But without a solid basis of figures and data, it is difficult to make well-founded decisions. Measurement does not always equal knowledge, but without measurements things will certainly become a mess.
Step 2: Combine quantitative and qualitative evaluations
Figures do not tell the whole story. It is important to survey your key stakeholders – volunteers, participants, staff members. Do not ask them what you should do, but how they experience the quality of your work. High figures can give a false impression if the quality is not aligned with your mission and vision. Evaluation always means finding a balance between data and human insights.
Step 3: Analyze your goals
Take your original goals and ask yourself: “With everything we know now, do we keep these goals, stop pursuing them, or reformulate them?” If you adjust your goals, also look at the activities needed to achieve them.
Who do you carry out the strategic adjustment with?
Preferably, you work with the same people who drew up the original plan. This prevents you from losing time explaining what the strategy was. If you work with a new team, make sure everyone is properly briefed in advance. It is also important that all parts of your organization are represented, including volunteers. External people are not recommended, because they may have their own agendas or preferences that are not always aligned with your mission.
How do you organize the process?
Although it may sound tempting, an intensive two-day brainstorming session in a castle or cabin is often not ideal. The risk of tunnel vision is high. A better approach is to meet for two or three half-days, with three-week breaks between the sessions. This gives everyone time to let insights sink in and return well prepared.
Strategic adjustment is not a sign of weakness, but a necessary step to remain relevant in a changing world. By evaluating carefully, listening to stakeholders, and working in a focused way, you ensure that your strategy is not just a document, but a powerful guide for your organization.
Do you need help with your strategic adjustment? Contact S&L, and we will guide you step by step.
