Comments on: Reflections on strategic plans that are neither strategic nor plans

By: Kathryn Deiss

Kathryn Deiss — Thu, 07 Jan 2010 05:43:41 +0000

Many library strategic plans are operational plans where every work area in the library is represented. Long lists of goals and objectives are included and people treat the plan as a place to park all the things that need fixing or that people wish for – like painting the walls in the reference area, or starting a recycling program, etc. My litmus test is: if it can be done by somebody tomorrow it probably isn’t strategic – if it is just something someone has to get resources or permission to do it is probably not strategic.
Plans like these display a singular lack of strategic thinking, which by its very nature is the ability to make choices. I like to recommend very short and discrete plans with only a handful of strategic areas described. And these should help the library move (emphatically) into its desired future. But that very issue – the desired future – turns out to be extremely elusive for most libraries: what do we want to create? How can we conceive of a reality that does not yet exist, etc. etc.
I really have liked the concept of “strategic directions” rather than a plan. I think this allows for flexibility over the two-three years the document is in play. I like the document to be written in lively plain English – not corporate speak (when did we learn to write like that?!). And the document can act as a vetting tool for every big decision: will this help us expand into the areas described by our three-five strategic directions?
And, yes, it is a political document as well (as Steven points out) so it needs to be able to be understood by people who are not librarians. It needs to be 99.9% externally focused.
Strategic thinking is difficult but not impossible. It requires the discipline to choose among a number of potentially competing good things (choosing between one good thing and another good thing is more likely to be the challenge than choosing between good and bad).
Good luck with this, Karen.

By: Maia

Maia — Tue, 05 Jan 2010 02:18:00 +0000

I really appreciated this piece because throughout the business world strategic plans are rarely either. This isn’t a challenge constrained to the library sector. By working as a team under the Malcom Baldrige principles, and with terrific leadership from our CEO, we have created a (constantly evolving) strategic plan focused on perfect patient care. Everything evolves from or supports that concept or it is stricken from the plan. What strikes me as key to the success of achieving our vision is leadership that is inclusive and embraces change, not for change’s sake but as a constant state of refinement: “How can I do what I do better?”

By: K.G. Schneider

K.G. Schneider — Mon, 28 Dec 2009 17:00:25 +0000

“The budget is the real planning document”–absolutely. It needs to begin early and it needs to be multi-year. There should also be various versions of it, so that you can always dial up and down depending on cuts or sudden windfalls, and I’ve experienced both in the same year more than once.

Quarterly targets are very valuable. One thing I’ve stressed (having learned this elsewhere) is that stakeholders like visible achievements. You may have a large, important, but highly abstract project that is in fact the “real” work you need to get done, but while that’s going on you need something people can see and touch. We had a first-quarter (first-my-quarter…) achievement with Food for Fines, which was led by Access Services, and we’re moving forward with the rezoning project. Staying on top of progress toward these goals and frequent clear communication about progress, limitations, etc. is really important.

By: K.G. Schneider

K.G. Schneider — Mon, 28 Dec 2009 16:55:25 +0000

That’s an excellent point, Walter–it underscores the presumption of maturity which is why 18-year-olds can be trusted to sign off maintenance on aircraft. They are adults, and treating them as such (including vocabulary) is important. I need a better noun but “assistants” is one way to go.

By: stevenb

stevenb — Sun, 27 Dec 2009 20:14:25 +0000

Having written a few it’s always a challenge to develop a coherent strategic plan that is a reflection of strong leadership. You write it knowing that you’ll encounter unexpected change that will require a change in direction, or at least will present a bump in the road. I tend to think of the strategic plan as a political document that communicates to the institution’s leadership what progress the library has made but more so what challenges lie ahead and what is needed to create a first-class library for that institution. I agree that it can be pretty pointless to serve up examples of what the peers have. Any department could do that, and it’s hardly likely to convince the administration why you deserve a larger share of the pie than any other office. It also must be developed hand-in-hand with the annual budget. The budget is the real planning document. For the library staff I worked with them to create a tactical plan (as opposed to the strategic one) that laid out our goals for the year, with quarterly targets. That gave the staff something more concrete to contend with, and from which we could derive regular small victories and a few failures.

By: Walter Underwood

Walter Underwood — Sun, 27 Dec 2009 19:05:44 +0000

“They are very good kids …” — one of the habits I’ve worked hard to acquire is never calling the Boy Scouts “kids”, even though they are between 11 and 18. I call them “Scouts”, like the 18 year olds on the maintenance crew were “Airmen” (even the women are airmen, as I understand it).

Picking something for success in the first semester is a really powerful way to start. Go for it.

By: uberVU - social comments

uberVU - social comments — Sat, 26 Dec 2009 10:42:38 +0000

Social comments and analytics for this post…

This post was mentioned on Twitter by infopeep: Schneider, Karen G: Reflections on strategic plans that are neither strategic nor plans http://bit.ly/767Wql...