A road trip approach to understanding strategy

This article captures how the steps involved in undergoing a road trip or any other trip for that matter could be compared to implementing a strategy process in an organization. The steps below succinctly highlight the similarities. 

Mission: 

Before you embark on a road trip, you must have a reason/purpose for wanting to take the trip. In the same vein, the mission of any organization is the core purpose for which it exists. For example, the mission of Rhema “is to equip the whole person – spirit, soul, and body through spiritual enhancement, economic empowerment and practical encouragement.” 

Vision: 

Once you know the purpose for wanting to take a trip, the next step is to determine your destination. Likewise, any organization must have a future outlook or where it is headed. An example is to have a vision to “build Canada’s largest multi-faceted Christian community by 2020”. 

Strategic Option: 

Now that you have determined your destination, the next step is to choose a route to get you to your destination. The decision to select a route is usually based on unpredictable factors such as weather or road conditions that may necessitate a change in route. The strategic option an organization chooses is the route that will get them to their destination and that decision is usually based on the environmental scan of unpredictable emerging global issues and trends, which makes the selection process dynamic.  For example, a church may explore various strategic options for fostering growth that could range from planting national/regional/hybrid/cell-based branches to using a single branch approach based on emerging ministry/church trends. 

Strategic Objectives/Long Term Goals: 

Once you have selected your route, the next step is to use a road map to guide you through the selected route to your destination. In strategy parlance, a road map can be equated to setting strategic objectives or long-term goals. An organization for example may decide to set the following long-terms goals: enhance operational excellence, promote people-first corporate culture, convert volunteer to full-time staff and raise long-term capital: Long terms goals (aka strategic plan) are usually in the 3-5 year time range. 

Initiatives/Short Term Goals: 

At this point, you know why you are embarking on the road trip (your mission); you have a clearly defined destination (your vision); you have selected your route (your strategic option); and you have a road map to guide you to your destination (your long-term goals). The last step is to get a vehicle that will get you to your destination. In strategic speech, that vehicle is called initiatives or short- term goals. An organization may set the following initiatives: forge partnerships to raise long-term capital, develop new programs to address members’ needs in order to promote people first corporate culture, deploy collaborative forums and systems to enhance operational excellence, and resource critical positions to address full-time staff requirements. Short-term goals (aka operating plan) are usually in the 1-year time range. 

Closing Remarks: 

I hope I was successful in creating a picture that spotlights the striking similarities between going on a road trip and developing a strategy process. Bottom up, a high performance organization must align its initiatives with its strategic objectives, which must be aligned with its vision, which in turn must be aligned with its mission. 

It’s a common knowledge that careful planning and execution will get you to your destination on a road trip. In the strategy world too, a vision realized is a combination of strategic planning and disciplined execution. 

I end this article with Habakkuk 2:2 “Write the vision, and make it plain upon tables, that he may run that reads it”. It is very clear from the scripture that we are not only instructed to plan by documenting the vision, but we are also enjoined to execute the plan. 

Kayode Oladele     
Centre for Research & Strategy