A mid-sized organization had completed a strategic plan several years earlier. The plan had been well received, but momentum had been lost. Some initiatives had moved forward, others had stalled, and several no longer reflected the organization’s current reality.

The CEO did not want to start over unnecessarily. The priority was to determine whether the existing strategy could be restarted, revised, or refocused.

We started by looking closely at the existing plan and what had actually happened since it was approved. We also spoke with selected leaders and staff to understand where momentum had been lost and why.

During a leadership session that we facilitated, the team worked through the plan with fresh eyes. Some priorities still made sense. Some needed to be adjusted. Others no longer fit and could be set aside.

The result was a strategy that was right for the times. One that contained an updated set of priorities, a more realistic execution plan, and a better process for reviewing progress.