Strategic Planning
Our retreat facilitation services include:
- Preplanning
- Survey development
- Phone interviews and emailed surveys
- Aggregating data and development of retreat agenda
- Facilitation of retreat
- Drafting of the strategic plan
Agenda Development – Through a combination of phone interviews and emailed surveys, board members and officers play an integral role in establishing the priorities for the retreat. Developing a focus for the retreat leads to greater productivity and a stronger strategic plan.
One Page Strategic Plan – Most strategic plans are lengthy documents, often consisting of over 20 pages. In many banks, strategic plans tend to be filed away and seldom reviewed until the next planning retreat. Subsequently, their value as a tool for decision making, culture development and strategy implementation is minimal. From a BTI facilitated strategic planning retreat, our clients receive a concise, one-page strategic plan complete with culture development plans, performance targets, strategies and tactics mapped out. These plans are typically reviewed with employees in the bank resulting in an increase in positive energy, buy-in and enhanced team spirit.
Ownership of the Plan – With BTI’s unique five-step facilitation process, every person attending the retreat has a voice and a vote on key topics and issues. Though rich discussions and a priority selection process, each person takes ownership of the creation of every aspect of the strategic plan. Greater ownership leads to stronger commitment which leads to greater successes through implementation of the plan.
Focus on Culture Development and People – We strongly believe that a bank’s culture and its’ employees are the primary source of differentiation among banks. BTI’s strategic planning process places a high priority and emphasis on culture and employee development. With examples of companies widely recognized for their united cultures and high levels of customer and employee engagement, bank directors and officers naturally begin to think “outside-the-box” as they clearly define how their bank’s culture must evolve to meet current and future competitive threats.