From Strategy to Action: How to Write a Strategic Plan (Strategy Series 4/4)

From Strategy to Action: How to Write a Strategic Plan (Strategy Series 4/4)

We’ve explored what strategy is, how to think strategically, and how to make time for it. Now comes the most critical part — turning insights into reality. A strategic plan is your roadmap for your vision; it’s where bold ideas meet disciplined execution. Without it, even the best strategy remains a wish.

Why Strategic Planning Matters

Strategic planning is not a corporate ritual or a PowerPoint exercise. It’s a process of alignment — connecting purpose, priorities, and people so everyone pulls in the same direction. Think of it as the leadership equivalent of going from “Why” to “What” to “How.”

· Why clarifies your purpose and vision.

· What defines your focus areas and success metrics.

· How outlines the actions, timelines, and resources needed to get there.

As Peter Drucker once said, “Plans are only good intentions unless they immediately degenerate into hard work.” Strategic planning is that hard work – and it’s worth doing well because it’s where real leaders shine.

Let’s explore an 8-step process:

Step 1: Start with Purpose and Vision

Every effective plan begins with a purpose that gives meaning; the why that inspires action. For example, a Chief Human Resources Officer (CHRO) might define their purpose as:

· “To enable the organization to attract, develop, and retain exceptional talent that drives sustainable growth, innovation, and belonging.” That purpose connects business performance with human potential.

Next comes the vision — a vivid picture of success in three years:

· “A high-performing, values-driven culture where people thrive, leaders grow, and the business excels.”

When purpose and vision are compelling, they anchor every subsequent decision.

Step 2: Assess Where You Are.

Before deciding where to go, leaders must confront the current reality. Use a SWOT (Strengths, Weaknesses, Opportunities, Threats) or SOAR (Strengths, Opportunities, Aspirations, Results) analysis to anchor the conversation. For our CHRO example:

· Strength: Strong employer brand in key markets

· Weakness: Inconsistent manager capability across regions

· Opportunity: Use AI for predictive talent insights

· Threat: Tight labor market for niche skills

This simple assessment builds credibility, exposes blind spots, and aligns the team around the real starting point.

Step 3: Define Strategic Priorities.

Strategy is about focus, not everything. Choose three to five priorities that will most advance your vision. For a CHRO, these might be:

· Build a future-ready workforce

· Elevate the employee experience

· Strengthen culture and belonging

· Modernize HR systems and analytics

· Strengthen HR partnership and credibility

Each priority represents a chapter in HR’s evolution — from a support function to a strategic driver of organizational success and a true force multiplier for the business.

Step 4: Set Goals for Two Horizons.

Great leaders think in dual horizons, balancing near-term execution with long-term transformation. Example:

· Focus for 1-year execution plan: Build foundation. Example: Launch leadership programs, integrate HR data, establish belonging index

· Focus for 3-year strategic roadmap: Achieve transformation. Example 80% of key roles filled internally, engagement +8 pts, HR recognized as a strategic partner

This dual approach ensures quick wins while keeping an eye on the long horizon — a practice that separates operators from true strategists. If your strategy can be achieved in less than three years, it may not be ambitious enough to be truly transformative. The most meaningful strategies stretch your organization’s capacity — requiring time, focus, and sustained commitment. A strong plan typically aims for significant headway in the first year (around 50%), not slow, even progress. Momentum builds confidence; inertia erodes it. If the first year ends without meaningful traction, it’s worth re-evaluating — either double down and renew effort or refine the goal entirely. Strategy is only as powerful as the discipline and intensity behind it.

Step 5: Create Measurable Goals & Initiatives.

Once you’ve defined your strategic priorities, it’s time to translate each one into concrete goals that move the organization forward. A great plan doesn’t just list ambitions—it names the specific results you’re working toward, how you’ll get there, how success will be measured, and who will make it happen.

For each priority, define:

· Objective: What success looks like

· Initiatives (3-5): How you’ll get there; the levers you’ll pull

· Metrics: How you’ll measure progress; both leading and lagging indicators

· Ownership: Who’s accountable, and who are named collaborators

· Timeline: Q1-Q4 gates; annual checkpoint.

For example, under Elevate the Employee Experience, the objective might be to build a cohesive, inclusive, and engaging employee journey. The initiatives could include redesigning onboarding and performance systems and launching quarterly pulse surveys to capture feedback. Metrics such as onboarding satisfaction above 90% and engagement scores increasing by 8 points make progress tangible.

When metrics connect to meaning, people rally behind them – because they can see, feel, and measure their impact. A good strategic plan pairs clarity with intensity. Each initiative should stretch the organization just beyond its comfort zone — enough to build capability and confidence. The work should feel both achievable and catalytic, driving visible transformation, not incremental change.

Step 6: Align People and Resources

Even the best strategy will falter without alignment. Assign ownership for every initiative, clarify resources, and surface potential barriers early. The CHRO might partner with Finance on workforce planning, Technology on HR data systems, and Communications on storytelling and change management.

Strategic plans succeed when everyone sees themselves in the story — when it’s clear who’s driving, who’s supporting, and how success will be shared.

Step 7: Build Reflection and Adaptation into the Process

A strong plan isn’t static; it evolves. Conduct quarterly reviews to check progress and annual refreshes to recalibrate direction. Ask:

· What’s working and what’s not?

· What’s changed in our business environment?

· What must we start, stop, or continue?

As Intel’s Andy Grove said, “Bad companies are destroyed by crisis, good companies survive them, great companies are improved by them.” Strategic plans that breathe — learning and adapting — are the ones that endure.

Step 8: Tell the Strategic Story

Once your plan is written, don’t shelve it — share it. Leaders who communicate strategy clearly build alignment, trust, and momentum.

Your plan should read like a story:

· Here’s where we are.

· Here’s where we’re going.

· Here’s what success will look like when we get there — together.

For our CHRO, that narrative might sound like this: Our people strategy is our business strategy. We’re investing in leadership, inclusion, and technology to ensure our workforce is ready for today and resilient for tomorrow.

Strategy without execution is hope; execution without intensity is motion. The best leaders drive both — clarity of purpose and urgency of action.

Quote of the Day. “A goal without a plan is just a wish.” – Antoine de Saint-Exupéry

Reflection Question. What’s one strategic priority you could clarify today — and what small step would make it real within the next 90 days? Comment and share below; we’d love to hear from you.

As a Leadership Coach, I partner with executives to translate vision into strategy and strategy into results. Contact me if you would like to connect.