Every strategic plan is different, but they all share similar core components. The illustration below shows how each element connects to the others and answers these questions that are at the heart of strategic planning:

• Where are we now?
• Where do we want to be?
• How do we get there?

Strategic planning will answer these questions, but the cycle isn’t complete without a plan to perform, engage, measure, and modify.

There isn’t a set formula for where to start when developing a strategic plan. Some organizations start with a Strengths, Weaknesses, Opportunities, and Threats (SWOT) or Strengths, Opportunities, Aspirations, and Results (SOAR) analysis or needs assessment; others start with the mission or vision statement. Each organization needs to determine what works best for them.

There are also many ways to format the plan or develop a map of what content needs to be included. The content should include the elements that are important for the organization, using terminology that resonate with the organization’s culture. For example, some organizations prefer the term “guiding principles” while others will use the term “values.” The important thing is that the terms and content match the needs of the organization.