STRATEGIC PLANNING - Grenadier Group Incorporated
page-template-default,page,page-id-15551,bridge-core-2.8.2,qode-page-transition-enabled,ajax_fade,page_not_loaded,,qode-theme-ver-26.6,qode-theme-bridge,disabled_footer_top,qode_header_in_grid,wpb-js-composer js-comp-ver-6.6.0,vc_responsive


Visioning is more than just a feel-good catch phrase.

Visioning is an inspiring description of what success looks and feels like for us and the positive effects it has on us. It’s effect on your company’s long-term strategies is fundamental.

Grenadier works with companies to strategically plan out goals and objectives and we use a process called “Visioning” in order to help get there. Visioning is an inspiring description of what success looks and feels like for us and the positive effects it has on us.

This process will improve the quality of your organization and the personal lives of those within it. The vision is a picture of the success of a project at a particular time in the future. The vision will guide us as we develop the map to where we want to go – a strategically sound plan. The vision is the actual destination and the strategic plan is how we get there.

Grenadier will get company stakeholders in a room for a day or two, on or offsite at a hotel or resort, with no cell phones (preferably) so that we can all focus. In our experience there is a huge benefit in retreat-style Visioning sessions.

It starts with brain storming about the future: SWOT analysis. The desired outcome is a great big list of corporate objectives. One of the takeaways post-retreat is that participants benchmark their objectives against their industry and competitors, etc.

The following is a typical visioning structure: Small groups get together and set about ranking objectives and creating reasons for “why”.  Then the small groups present to the larger group.  The larger group agrees on the ranking. With an agreed and ranked list of objectives, we brainstorm on how we can measure progress towards achieving them. The larger group breaks into cross-functional teams to determine how the objectives can be implemented and formally measured. The groups present again and then re-rank the objectives based on measurability and cost-benefit. The larger group elects champions for the objectives. The champions and the teams write the policies related to the objectives. The champions then present their policies to the larger group.