STRATEGIC EVALUATION-MODULE 1
- The starting point in the strategic planning process is the Strategic Evaluation module, where comprehensive data and information is collected electronically to determine where the organization is currently. The organization will obtain information from its people on the organizational culture, and leadership team, review the business, market/industry, and the strengths and weaknesses of the organization. This information will define a point that is measurable and identify gaps for improvement

ENVISIONING-MODULE 2
- The key leaders determine where the organization wants to go in the future. Passion for the work of the organization begins to take form as the future of the organization is described, its purpose is clarified, and guidelines for operating are identified. In the envisioning module the organization identifies its shared values, purpose, vision, and mission.

STRATEGY-MODULE 3
- Once the starting point is defined and the desired future is determined, the next step is to determine how to get there! There are many options on how this can be achieved, and this module explores and then determines the most desirable strategic direction. The key leaders utilize the information that was gathered in the first module of strategic evaluation, along with additional information to review the options. The leaders then identify the strategic initiatives (the methods) and determine critical success indicators that will measure the results of those methods. They write a communication plan to share the envisioning, strategic initiatives, and the critical success indicators with the entire organization. A champion is then determined for each strategic initiative for implementation.

ORGANIZATIONAL PLAN-MODULE 4
- The Organizational Plan provides a realistic look at the organization's desired outcomes and results. In this module there will be a determination of what needs to be done now to progress the organization. The leaders will develop plans that will address the long-term needs (the strategic plan) and short-term needs (the tactical plan). The strategic plan is broader in scope and plans for the next two to five (or ten) years. The tactical plan determines the organization's annual goals and the action plan.

EXECUTION-MODULE 5
- Now that the strategic plan has been established, the challenge is how to implement the process successfully. A systematic approach is critical for execution of the overall plan. In this module the leaders will determine how the goals will cascade down into the organization by location, area, department, and individual. The people will be involved in developing the goal action plan to identify the steps to implement daily, weekly, or monthly. The leaders will determine what teams need to be established and how the teams will function to be effective. In any plan the people and their performance have a significant impact on the results. Key components such as succession planning, individual development plans, performance expectations, performance management, coaching and performance improvement plans are utilized to develop the human potential for performance. From the plans, electronic tactical and department scorecards are developed to manage and monitor the execution of the plan.