Strategy Development
A strategic plan is, at its most basic, the answer to two questions: “What is success?” and “How will we get there?”
My Process
These questions cover a broad continuum of inquiry – from formulating big strategic ideas to setting out detailed action plans that enable you to enact those ideas – and the work of strategic planning is quite different depending on where along this continuum you are.
Aligning with leadership
An effective planning process takes the leaders’ initial answers to these questions into consideration and addresses what is necessary to move the organization forward. Many leaders have a strong sense of the big ideas they want to enact, and are looking for a way to align their teams around a shared vision and priorities. Others need to develop a response to distinct challenges and opportunities. Yet others are interested in exploring a shift in direction or focus. Before launching a strategic planning initiative, I work with leaders to understand where they are starting from and to clarify the specific outcomes they seek from the planning process. I then partner with them to design a process to deliver those outcomes.
Engaging with stakeholders
A particular challenge in mission-driven organizations is that team members often have deep expertise and strong commitments to services that may not be aligned with the leader’s priorities or organizational constraints. Creating meaningful ways for important stakeholders to participate in the process while also clarifying how decisions will be made helps to ensure that the plan will have sufficient support to succeed.
Addressing important choices
It’s also important to name and address material choices clearly. Passionate, committed, smart people will find a way to do the thing they care about. They will often frame the thing to which they are committed in a way that emphasizes its alignment with organizational priorities, even when another leader may see it as inconsistent. Strategic planning language that covers up these material differences rarely moves an organization forward. I support teams to have the necessary but hard conversations.
Using Data Wisely
Decision making in strategic planning often involves making decisions based on what we believe to be true. Using data to verify critical assumptions is important as a way both to ensure important decisions are well-founded, and to engage stakeholders. At the same time, data analysis can be time consuming and expensive. I work with clients to make thoughtful decisions about when and how to use data to validate key assumptions and ensure integrity in the decision-making process.
Project Summary
Strategy and leadership structure for a research institute
To better align the institute with the priorities and resources of its parent organization, the institute needed to narrow the focus of its research efforts while continuing to engage the interests of its investigators.
Working with senior executives of the parent organization and institute leadership we redefined the scope of the institute and established guidelines to ensure ongoing alignment.
Client Testimonial
"I cannot recommend Elizabeth highly enough. Her deep experience with strategic planning has been transformational for our departments. What sets her apart is her remarkable ability to draw from a wealth of cross-industry experience, consistently bringing fresh ideas and best practices that take us to the next level. "
Client
The leaders I work with navigate more complexity than most.
Healthcare Organizations
Healthcare organizations, particularly academic healthcare organizations, are among the most complex organizations there are.
Higher Education
Universities, colleges and research institutes manage the tension between the need to sustain a safe community conducive to inquiry and learning, while remaining open to the surrounding community and the world.
Nonprofit Institutions
Nonprofit organizations navigate the same challenges as other businesses, but also face distinct tensions that stem from their mission-driven nature.
Services
I offer distinct consulting and coaching services, but I find the greatest value often lies in making connections between them.
To ensure we are focused on the most impactful intervention, every engagement starts with an exploration of your specific goals and challenges, and a review of relevant data. I can then design a targeted scope and process with real value for you, often combining aspects of multiple services, such as:
Strategy Development
A strategic plan is, at its most basic, the answer to two questions: “What is success?” and “How will we get there?”
Organizational Design
Complex academic and service organizations often grant considerable autonomy to department and local leaders. At the same time, they must coordinate activity across multiple functions and sometimes large distances.
Change Management
Getting the most from your teams and colleagues in a rapidly changing environment is hard, particularly when teams are challenged just to keep up with daily demands.
Executive Coaching
Executive coaching is an opportunity to address the organizational and business issues most on your mind, while also exploring and cultivating your leadership identity and voice.
Team Development
Effective teamwork can amplify the impact of talented individual leaders and team members.