strategic planning questions for board members

Your mission statement should describe what your company does and how it is different from other organizations in your competitive space. Your vision statement should describe a future state of what your organization wants to achieve over time.

Where the mission is timeless, your vision is time-bound and more tangible.

Some organizations use an OAS statement to help build their mission and vision statements; OAS stands for Objective, Advantage, and Scope. Talking through these concepts as they apply to your organization will help formulate a vision that is tangible and interactive. You can read more about creating your OAS statement here.

A second exercise that might be helpful is called Strategic Shifts. It involves thinking through today’s strategic priorities vs. tomorrow’s . For example, your leadership team may say, “We want to shift from central control to autonomy when it comes to our decision-making capability.” If the whole team can get on the same page with these shifts, it can help tremendously later on down the strategy-planning line.

If you’ve already created mission and vision statements, confirm that both are aligned with your current strategy before proceeding to the next step.

Step 4: Choose a strategic planning framework that will help you follow through.

Now you’re ready to choose the framework that will hold your high-level priorities. You’ll define your specific priorities and objectives shortly, but more importantly, you need a way to manage these elements. Strategy management frameworks allow you to bring all your priorities together in one cohesive format.

Choosing a framework might not seem like a big deal, but it is actually critical to your success—in fact, many management teams fail at this point simply because of their disorganization! All models can be customized to suit the way your business works, but this is a key decision that will shape all your efforts going forward.

A bit about the three most popular frameworks:

The Balanced Scorecard (BSC)

The BSC has been one of the world’s top strategy management frameworks since its introduction in the early 1990s. The BSC divides up your objectives by perspectives—financial, customer, process, and people—and themes, like innovation, customer management, operational excellence, etc. (The idea of perspectives is fully developed in Norton and Kaplan’s book The Balanced Scorecard: Translating Strategy into Action. ) For example:

For an in-depth look at how your organization could use the BSC, check out this Full & Exhaustive Balanced Scorecard Example.

This free Balanced Scorecard template will help you become the strategy superhero your company needs.

Theory of change (toc).

TOC is a logic model that describes a step-by-step approach to achieving your vision. It is popular amongst mission-driven organizations who are describing a change they’re making in the world instead of putting change in their pockets.

The idea behind TOC is that if you have the right people doing the right activities, they’ll affect change on your customers, which will impact your financials, and bring you closer to your vision. According to the Global Family Research Project, the steps to create a TOC are:

Objectives & Key Results (OKR)

OKRs is a collaborative goal-setting system that aims to unify everyone’s efforts in pursuit of the organization’s broader mission. To do that it uses objectives (which are goals) and key results (which are quantitative measures that define whether goals have been reached).

The idea is that your defined objectives and measurements help employees, managers, and executives link to and align with overall strategic priorities. Not only does OKR strive to measure whether objectives are successful, but also how successful they are .

Step 5: Build out your five-year plan with objectives, measures, and projects.

The strategic planning frameworks above are all meant, in different ways, to help you organize your objectives, measures, and projects. So it’s critical that these elements are well thought-out and defined.

Here’s how objectives, measures, and projects interact:

You have a high-level goal in mind—your objective. Your measures answer the question, “How will I know that we’re meeting our goal?” From there, initiatives, or projects, are put in place to answer the question, “What actions are we taking to accomplish our goals?”

Objectives are high-level organizational goals. The typical BSC has 10-15 strategic objectives. Examples include:

Measures help you understand if you’re accomplishing your objectives strategically. They force you to question things like, “How do I know that I’m becoming an internationally recognized brand?” Note that while your measures might change, your objectives will remain the same. You may select 1–2 measures per objective, so you are aiming to come up with 15-25 measures at the enterprise level. Examples include:

Initiatives are key action programs developed to achieve your objectives. You’ll see initiatives referred to as “projects,” “actions,” or “activities outside of the Balanced Scorecard.” Most organizations will have 0-2 initiatives underway for every objective (with a total of 5-15 strategic initiatives). Examples include:

Whether or not you’re using a Balanced Scorecard as your strategy framework, you’ll benefit from using a graphic model to represent your strategic plan. While many people use a strategy map (shown in the example below), you could also use icons or a color-coding system to visually understand how the elements of your strategy work together.

If you’re just becoming familiar with how strategy mapping works, this article will teach you exactly how to read one—and what you need to do to create one.

How do you execute a strategic plan?

You’ve made it this far—now you have to be sure you launch correctly! To do so, you need someone from the Office of Strategy Management to push that process, ensure resources are aligned to your strategy, put a solid strategy communication program in place, and get technology to keep you organized.

Step 6: Launch your strategy.

The two important activities of the launch phase are 1) communicating your strategy, and 2) aligning resources with your strategy.

It’s imperative to communicate your strategy both internally and externally. Research shows that, on average, 95% of an organization’s employees don’t understand its strategy—there’s no surer way to guarantee failure than to neglect communicating your goals to your employees. So it’s imperative to shout the news from the rooftops!

To make this easier, create a strategic plan document that houses all elements of your strategy. Distribute it to the leadership team, and direct all your department heads to explain to their teams how they fit into the strategy and why their work matters. (If you use strategy software, the strategic plan document will likely be contained there.) For actionable tips on how to spread the word, check out this article that highlights how you can effectively communicate your strategic plan across your organization.

You’ll also want to create a plan on how to share your strategy with relevant external parties—board members, partners, or customers (particularly if your organization is municipal or nonprofit). Think through how it will be shared, and which parts of it are relevant to outside parties.

Next, align your resources to your strategy. In the short term—which would be your next budgeting cycle or something similar—work to structure the budget around the key components of your strategy. You don’t need to completely rewire your budget, but you do need to create direct linkages between how your resources are allocated and how those efforts support your strategy. Over time, the areas that contribute less directly to strategic goals will become clear, and you can work on gradually aligning everything you fund.

But even if your budget only extends through the fiscal year, consider how you’ll align your strategy to projects in the future. For future resource allocation, link your operations (what some refer to as the “work planning process”) to your strategy. Your expectation should be that the process of aligning your resources to your strategy can happen within year two of your strategic planning execution.

Step 7: Set up strategy review meetings.

Strategy review meetings are a necessity for staying on track over the long haul. However, try to avoid adding yet another meeting onto everyone’s plates; instead, there may be a current meeting you can replace or redesign to make time for strategy discussion.

For now, decide how often you’ll meet and who should be involved. As for timing, there are three types of strategy review meetings:

For each of these, you’ll want to send out calendar invites in advance and make sure people know these meetings are a top priority.

Monthly meetings typically include department heads and subject matter experts. Quarterly review meetings may include department heads and upper management. Annual refresh meetings may include upper levels of management and occasionally board members.

Step 8: Evaluate your strategy.

At this point, your strategy has been launched: Now you need to know whether or not you’re making progress!

To make strategy execution work, reporting is unavoidable. At a minimum, you should be reporting on your entire strategy on a quarterly basis, or breaking down your strategy into pieces and reporting on one of those pieces each month. The report you use should highlight progress on your measures and projects, and how those link to your objectives. The point is to show how all these elements fit together and relate to the strategic plan as a whole.

While you might be able to track your first strategy meeting in Excel or give your first presentation via PowerPoint, you’ll quickly realize you need some kind of software to track the continuous gathering of data, update your projects, and keep your leadership team on the same page.

Report on strategy progress via the quarterly or monthly review meetings you scheduled early in the process. It’s important to note that throwing together an impromptu meeting to go over results isn’t going to get you anywhere. Instead, your strategy review meetings should be meticulously organized and accompanied by an agenda. (See this article for a sample agenda.)

Strategy Meetings - Board meeting agenda

Download our All-inclusive Strategy Reporting Guide for details on how to establish a simple yet effective strategic reporting process.

Your meetings should revolve around three key issues:

Encourage candid dialogue and make sure the discussion stays focused.

What are the main benefits of strategic planning?

Done right, strategy planning can benefit your business tremendously, but a certain degree of stick-to-itiveness is required to get the job done. (As we noted at the beginning of this guide, organizations that actually meet their strategic objectives are in the minority. Don’t worry, though, yours can be one of the success stories.) But those that develop a disciplined approach to both planning and execution have been shown to improve performance significantly.

Why is strategic planning so effective? Because it fosters healthy organizational practices that drive better outcomes. Engaging in strategic planning will benefit you in multiple ways:

1. You have quality data available to support better decisions.

Setting goals and choosing the relevant metrics to track progress toward achieving them means you always have meaningful data to reference. That naturally leads to faster, more efficient decision-making, especially when that data is readily accessible to employees at every level. Timely, valid, and actionable information is especially valuable in situations where organizations need to react quickly, so they can make the best decisions possible for all their stakeholders.

2. You allocate resources more effectively.

In Chapter 3, we discussed structuring the budget around the key components of your strategy. Doing so helps ensure resources are allocated correctly, and in a way that aligns with your goals. Tying the budget directly to goals also makes it easy to adjust when necessary, if circumstances change and new goals are prioritized over old. For example, a local government may have had a goal to develop a green infrastructure plan at the beginning of 2020, but then had to pivot with the onset of COVID-19. To support a new goal of developing a COVID-19 response plan, they could simply review the resources used by current projects, evaluate those projects’ priorities and budget needs in comparison to the new goal, and reallocate funds as necessary.

3. You maintain focus.

Having a strategic plan brings your main focus points to the forefront, so you don’t have to dig into the details of everything your organization is doing. That means there’s no time wasted analyzing irrelevant and extensive data points in strategic meetings; instead, everyone stays focused on what is most important or where improvements need to be made.

4. You improve communication and build employee engagement.

Strategic planning is intended to create a single, focused vision of where an organization is headed. When that shared vision is communicated clearly and consistently, it inspires employees to take ownership over their role in the plan, and they are typically more motivated to do their best work. High engagement will directly impact your organization’s financial health and profitability.

What are some things to avoid during strategy planning & execution?

Strategy fatigue.

Communicating your strategy (as noted in Step 8) is a crucial part of the launch phase, but you can’t stop talking about it after that! Strategies play out over the space of three to five years; unless you actively work to maintain focus on it, your employees won’t remember your plans or feel the same sense of motivation they did in the early days.

Look for creative and meaningful ways to keep your strategy top-of-mind—for instance, appointing “Goal Champions” who are responsible for updating measures and initiatives, or hosting periodic “brown bag” events to talk strategy and answer questions. You also need to be transparent with the results each reporting period to keep the momentum going.

For specific ways to continuously engage people, check out our ebook, How To Make Strategy Everyone’s Job.

Analysis Paralysis

Data and analytics are an integral part of strategic planning. And while it may be tempting to use all your available metrics, charts, and graphs for every business decision, doing so unnecessarily can be a detriment to the decision-making process. It’s easy to find yourself drilling deeper into data when perhaps only a high-level view of the information is needed.

Avoid squandering time and energy on excessive analysis by making sure the right people are focusing on the right data and actions: Leadership should focus on organization-wide goals and progress. Teams should focus on the individual projects and daily tasks that are helping to accomplish those goals (and the data that goes with them).

Good planning is only half the battle.

The execution stage is where many organizations stumble. They aren’t prepared for the work involved with follow-through, both in terms of the time commitment and the tools necessary to support performance improvement. So instead of actively managing their strategy execution, they blindly stumble through, only checking on progress occasionally.

It’s imperative to have a system in place that will measure and monitor your progress toward goals during the execution phase. Performance management tools like ClearPoint allow organizations to track a variety of metrics related to strategic projects, which helps to maintain focus.

Measure strategy metrics | ClearPoint Strategy

You’ve made it through these steps….

...but be sure to place a great deal of emphasis on rightsizing this process for your own organization.

Did you recently do a SWOT analysis and create new vision and mission statements? Don’t do it again. Do you already manage with a robust set of KPIs? Use them. Do you currently create reports for your board and management team? Modify them or use a strategy evaluation framework to make sure they’re focused and move on.

Rather than doing everything, it’s more important to realize there is overlap between these steps. Understand how they all fit into your own strategic planning process, and then move forward with the sections you’re missing. And if you have any questions along the way, get in touch with us. We live and breathe strategic planning and are here to help!

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15 Great Questions to Ask at a Board Meeting in a Tech Organization

A board meeting represents a formal gathering where all board members and high-level executives come together to discuss how the business is going. This entails assessing what is the company’s strategy and how it’s applied, but also reviewing performance and financial aspects. Board meetings usually happen once a month or quarterly, and going in-depth with complex data can ensure that the company stays on track with its goals, costs and overall vision.

Board meetings can sometimes seem only a formality to present the status of the ongoing projects. But in fact they can be very complex, with board members asking a lot of questions and wanting to know all the facts and details about the technological aspects and the engineering process. As a board member or executive of a tech organization, attending board meetings is an important part of your role. These meetings provide an opportunity to stay informed about the company’s performance, strategy, and direction. They also allow you to provide input and guidance to help shape the company’s future.

Communication between board members and high-level executives is crucial in order to see where your business stands and what opportunities for growth emerge over time. Discussing strategies and financial aspects is a big part of board meetings and in a tech organization, these relate very much to technology. Staying on top of changes within the industry and anticipating possible pitfalls such as new disruptive technologies is crucial – and a board meeting is the perfect opportunity to bring focus to these matters. But all these projections and assessments need to be backed up by exact data.

Waydev can give you complex data regarding what your teams are doing, the status and progress of the workload, all without manual input from engineers or managers. You can also extract comprehensive reports over the project’s financial status, resource planning, and many custom reports. All this information is crucial for a successful board meeting, where questions about the status quo arise and need to be addressed. Remember that a solid business plan is based on facts and collecting exact data constantly through all the project’s stages, not just about assumptions or projections.

What Is the Main Goal of a Board Meeting?

While board meetings may seem like an opportunity to only present results over a period of time, the questions and points at issue that arise here can be the key to driving the business forward. Asking the right question can lead to surprising results – you can find opportunities for improvement or even breakthroughs for the company’s long term success and growth.

A fruitful board meeting needs to have certain elements that challenge a tech business’ limitations and linearity and that can push things to the next level. Don’t settle for the superficial data, but really go in-depth to understand where your business’ strong points are and where adjustments are needed. Staying on top of things can also reveal weak points and anticipate potential crises – always make sure you have solutions and protocols in place to quickly address crisis moments.

The main goal of a board meeting in tech companies is to provide a forum for board members to stay informed about the company’s performance, strategy, and direction. These meetings allow board members to discuss important issues and provide input and guidance to help shape the company’s future.To achieve this, board members should be inquisitive and eager to learn where things stand within the company. This means finding the ins and outs of the short and long-term strategy, financial planning, employees’ satisfaction rate and much more. As a VP of engineering or a CTO in charge of the software development department, you need to have a global vision over where your company is at, so be prepared to ask questions or to answer them in order to promote completing the full image (and bring concrete data that supports that).

Promoting the importance of technological innovation for the company’s overall success is an idea that CTOs or CIOs should be putting on the board meeting agenda. Take the opportunity to present to the board how a savvy technological vision can enhance workflow and overall efficiency, and reduce costs of everyday operations. The standard board meetings sometimes only focus on preserving the status quo, but challenging boundaries in order to find new opportunities for growth can also be part of the discussion – sometimes this means proposing new business models or new revenue sources.

How to Conduct a Successful Board Meeting

Depending on the nature of the company (a long-standing company or a start-up), a board meeting may be very formal or with a more practical approach. The procedure generally entails bringing together the board members, high-level executives and guests in a previously announced date – this is usually once a month, but it can also be quarterly.

The meeting entails discussing the general status of the company or projects in motions and financial aspects. The objectives and points to be addressed may be previously established, but new subjects can arise during the meeting. Many times, decisions must be made regarding costs, investments, or where to change things up, and this is done by having the board members vote on these specific issues.

But voting can take place only when quorum is achieved, otherwise, the decisions made during the voting process are invalid. Quorum means that a majority of the voting members or shareholders must be present. This percentage is usually set by each organization, but you also have to take into account state laws that require a minimum number so that quorum is attained.

The Main Topics and Questions to Ask at a Tech Board Meeting

Having a solid agenda and view of all the points and matters that need to be discussed during a tech organization’s board meeting is essential for getting things done. In order to achieve this, keeping your company goals in mind is key – focusing on them will conduct your strategies to align with those goals and objectives. Remember that having an engaging atmosphere with in-depth questions can lead to breakthroughs and new ways of thinking about the tech organization’s success.

There are a few main areas where you need to look and questions that derive from each of them. Let’s review some of the best questions that arise during a board meeting – touching these points ensures that no stone is left unturned.

Strategic Planning Questions

The first step in developing a business strategy is to have a clear understanding of the company’s general vision and long-term goals. The leaders within a tech organization need to keep that vision and objectives in mind and be able to coordinate that with the technical vision. A board meeting is the perfect opportunity to promote that technological innovation within the company that has the potential of driving the business forward. Here are the key questions that need to be addressed in order to ensure that the tech strategy is clear and synchronized with the business objectives.

What is the company’s technical vision regarding software development?

Whether we are talking about software for internal-use only or developing external-use software products that the company will sell, it all starts with the technical vision – the CTO finds new technology paths then develops a plan with the VP of engineering to implement them.

It’s very important to have a clear understanding and general view of this technical vision in a board meeting. This dictates a lot of decisions (like where to invest) and what are the exact methods to implement that vision within the development teams.

What are your innovation plans for next quarter/year?

A board meeting is a great opportunity for extensive discussion over the technological strategy over the next time period. What can we do to constantly innovate and stay on top of our game? This is the time to propose innovative solutions that may be what your company needs to stay competitive or improve internal efficiency . Making the board members understand the implications and benefits compared to the risk is a challenge you can navigate if these solutions are researched properly.

Are we ready to adopt new technologies?

Assess the organization’s current technology infrastructure: It’s important to understand the capabilities and limitations of the organization’s current technology infrastructure. This could be achieved by conducting a technology audit or assessment to gather engineering intelligence and identify any weaknesses or gaps.

The decision to adopt new technologies should be based on a careful analysis of all relevant factors and should be made by the organization’s leadership, with input from multiple stakeholders. Good IT governance practices can help ensure that this process is conducted in a transparent, accountable, and effective manner.

Financial Performance Questions

The company’s financial status is a crucial aspect of any organization – oftentimes how you plan your finances can make or break a business. This also relates to financial strategy that needs to align with the general business goals and strategy of the company and with upcoming investments. Many matters that may arise in this discussion will need to be voted on – approving budgets for future projects, for example.

What are our current and future financial needs?

Keeping on top of your project costs is important – this way you can always see if your initial budget stays on track or resources are being wasted. Waydev can help you see how resources are allocated and if that is efficient or there’s room for improvement. With resource planning reports you can have a clear vision on whether the engineers’ teams stay on schedule with deliverables. These metrics can also show if your budget is spread efficiently to various product development stages or adjustments are needed. It will also help you understand your organization’s current and future financial needs, including any funding needs or investment opportunities.

How are we performing compared to our financial goals?

It’s essential to track the organization’s financial performance over time and compare it to the goals that have been set. This might involve reviewing key financial metrics, such as revenue, profit, and cash flow .

What are the main drivers of our financial performance?

It’s important to understand the factors that are driving the organization’s financial performance, both positive and negative. This might include analyzing trends in revenue, expenses, and other financial metrics.

Operational Questions: Staff and Culture

Company culture is about creating a healthy work environment where communication is encouraged in order to better understand what are the engineers and developers’ challenges and potential struggles. This also promotes forming a strong sense of community and belonging to an organization that values its employees.

How are we supporting the professional development of our teams?

Support the growth and development of the engineering staff and drive overall organizational performance by using DORA metrics to assess the current state of your organization’s engineering practices.

By analyzing your organization’s performance on the DORA metrics, it may be possible to identify areas where the engineering staff could improve. This might involve identifying bottlenecks in the delivery process, improving collaboration between teams, or adopting more efficient tools and technologies.

8. What are the challenges when hiring new members of staff and what is the retention rate?

Retention rate refers to how many employees change jobs within a short period of time (a few weeks, months, usually less than a year). This shows that job satisfaction is not high enough to keep engineers motivated and loyal to the company. But this also implies constantly investing time and efforts in onboarding which can be challenging because new employees are not fully productive right away.

Hiring the right talent for each job is no easy task either – the tech business implies constant innovation and engineering skills need to keep up with that at a fast pace. These matters need to be discussed in a board meeting in order to find better ways to improve retention rates and employee satisfaction.

9. What is the satisfaction rate with the engineers and development teams?

A positive and inclusive culture can have a major impact on the success of an organization. The board might consider asking about the organization’s efforts to foster a positive and inclusive culture, as well as any challenges or opportunities in this area.

Performance Related Questions

There are many performance-related questions that a board of directors might consider asking at a board meeting, depending on the specific needs and goals of the organization. . Knowing how your teams are doing is crucial in a board meeting because this has an impact on the ongoing projects and general success of the business.

10. How do you measure the performance of our technology systems and infrastructure?

As a VP of engineering you need to know where your teams stand in terms of deliverables, velocity, workflow, and when they are most productive. But this data doesn’t come along easy – you need to have proper tools with metrics that give you the exact story. When this question arises at a board meeting, having feedback from your engineering managers is crucial.

Waydev gives comprehensive metrics that evaluate software development activity without any manual input from engineers by feeding complex data visualized in multiple dashboards. The executive reports feature helps you see the status of the ongoing projects and identify potential roadblocks and challenges.

11. How do we prioritize and allocate resources for performance improvements and optimization?

There are several factors to consider when prioritizing and allocating resources for performance improvements and optimization – like: business impact, ROI or dependencies. To allocate resources for performance improvements, it may be necessary to prioritize and schedule the work in a way that ensures the most critical issues are addressed first.

Throughput is an efficient way to evaluate your engineering teams’ focus. Having complete visibility over d progress and general output will provide a complete image of what areas to tackle first..

12. How do we balance the need for performance improvements with the cost and effort required to implement them?

In other words: How do we promote efficiency in order to improve performance? You can promote efficiency through better tools that enhance workflow, encouraging collaboration within and between teams, and providing conditions for more uninterrupted work time. These solutions can scale the business and result in better quality outcomes and reduced costs for day-to-day activities.

Waydev offers you engineering intelligence metrics that foster your team’s continuous improvement, helping you ensure that performance improvements are implemented in a cost-effective and sustainable way. performance arise.

Risk Management Issues

Discussing potential risks for the tech organization has great value at a board meeting because this is how you can anticipate crises and create mitigation strategies. These risks include new disruptive technologies, brand reputation damage, or promoting an unhealthy work environment. Extensive talk about the potential risks to the company is paramount for any business that wants to be prepared for any emerging crises.

13. How do you manage risks?

It’s very important to always assess and anticipate risk in any business area. When it comes to the tech department, this can mean evaluating the potential risks of Pull Requests, as they have the potential to cause problems, such as delayed integration.

Having visibility over the risk of PRs is a great advantage and now you can do so by using the PR Workflow Analytics . These metrics will give an overview of the Pull Requests process and where roadblocks or issues may be creating problems.

14. How do we prepare for industry changes?

The tech industry is one of the fastest growing industries and its innovations wait for no one. Board members know that any tech organization that wants to stay competitive on the market needs to constantly be on top of their game, and this means adapting and taking chances. New technologies that emerge can sometimes be disruptive and put your business off track from the initial strategies – meaning they cause sudden shifts within the industry that changes radically the way we do things.

Some examples of disruptive technologies are 5G Technology, 3D Printing or Advanced Virtual Reality. Executives in a tech organization must always ask themselves what are the emerging technologies in the industry and how will this affect our business? How can we adapt and keep up?

15. How are we complying with laws and regulations?

Any industry falls under certain laws and regulations depending on the area. Board members and executives in a tech company have to constantly ask themselves if their business decisions and strategies are in compliance with the regulations. Keep in mind that these may change over a period of time, so make sure you are aware and adapting to the current regulations.

An Interactive Board Meeting Can Bring Progress

The questions outlined in this article provide a comprehensive list of topics that could be addressed at a board meeting in a tech organization. From measuring the performance of technology systems and infrastructure, to optimizing for scalability and security, these questions are designed to help ensure that the organization is making informed decisions about its technology strategy and priorities.

By asking these questions at each board meeting, tech organizations can stay up-to-date on the latest industry best practices and emerging technologies, and make informed decisions about how to allocate resources and prioritize projects. Overall, asking these questions at board meetings is an essential part of effectively managing a tech organization and staying ahead of the curve in a rapidly evolving industry.

Contact us today and learn how Waydev can help you find the solutions to some of the most essential questions board of directors are likely to ask.

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10 Questions to Jumpstart Your Strategic Planning Process
8. What is the single metric you will measure your success by (not how anyone else will measure your success-- how you will measure your own success). What are you doing about it? 9. If you fired ...
20 Innovative Strategic Planning Questions to Prepare ...
Presenters offering these strategic planning questions included Fast Company co-founder, Bill Taylor at the FastKC luncheon and several presenters at the marcus evans B2B Summit in Colorado Springs, including authors Mitch Joel, Joe Pulizzi, and business leaders Atul Vohra (Solera Holdings, Inc.), Michael P. Guillory (Texas Instruments), and Curt Porritt (Master Control Inc.)
Five Questions Nonprofit Boards Should Ask At Every Meeting
Keeping the strategic plan at the center of every board meeting does several things: • It helps to facilitate the balance between board engagement and board management. • It serves as the ...
The Board's Role in Strategic Planning
In a May 2020 survey, board members put "shaping a realistic post-crisis strategy" as the top governance challenge facing their board over the coming months, even above overseeing financial health. 5 A majority of surveyed CEOs (58 percent) agree that the crisis will bring about significant changes in their strategy. 6 The organizations that can …
What Should Your Board's Role be in Strategic Planning?
What Should Your Board's Role be in Strategic Planning? What Should Your Board's Role be in Strategic Planning? By Lindsay Mullen February 21, 2022 There's a careful balance between under-involving and over-involving your nonprofit board in the strategic planning process.
Nonprofit Board's Role in Strategic Planning
The first step is to review the previous strategic plan and determine what the board has already accomplished, what hasn't been accomplished yet, and which things should no longer be considered goals. The second step is to perform a SWOT analysis; SWOT is an acronym for strengths, weaknesses, opportunities and threats.
12 Strategic Questions Your Board of Directors Will Ask
Plan for the following kinds of questions to be asked in your next board meeting: Does the financial plan match the strategic plan? What are the cash flow objectives and how do they compare to previous forecasts? What are the assets on the current balance sheet? 3. Staff and Culture
How to Ask the Right Questions About Nonprofit Strategy
This week, in her guest post for BoardAssist, she has provided six great strategy questions every board member should consider. We are grateful for your input Molly! ... With over 25 years experience in the nonprofit sector Molly Penn is a recognized expert in strategic planning, organizational and board development, and executive coaching. As ...
Strategic Planning: Is Your Board Ready?
Before committing to a strategic planning project, boards need to ask themselves some important questions. Readiness is essential to success and, often, organizations begin planning only to learn too late that the board is ill-equipped to guide the planning. Consider what boards customarily do when deciding whether to initiate a capital campaign.
Six questions board members should ask about strategy
The board should ask questions about what the company hopes to achieve, its core values, and how the strategy will help it achieve its goals. The board of directors should also ensure that the strategy is realistic and achievable and that it considers the company's resources and capabilities.
Strategic Planning: The Ultimate Guide
Strategic planning is an organization's process of defining its direction and long-term goals, creating specific plans to achieve them, implementing those plans, and evaluating the results. On one hand, that definition makes strategy planning sound like a Business 101 concept—define your goals and a plan to achieve them.
The 15 Best Questions to Ask at a Board Meeting
Strategic Planning Questions. The first step in developing a business strategy is to have a clear understanding of the company's general vision and long-term goals. The leaders within a tech organization need to keep that vision and objectives in mind and be able to coordinate that with the technical vision.