We talk a lot about the advantages of getting started on an idea, even if it is just one step, to start turning it into reality. We usually take the position that for projects that will continue to develop and evolve over time, it is better to perfect the method of doing things, rather than wait to implement any part of the fresh idea and let it grow stale as we think or talk it over. 

We’re also adamant about putting in place thoughtful strategies to connect ideas to the desired outcomes. At GLC, one of the things we pride ourselves on is using powerful data and statistics to measure and ensure a desirable outcome. Usually, in order to use that data to its full advantage, a strategy must be in place. 

Some people view strategy as simply planning for the future. That might mean making a detailed outline of steps that are supposed to lead to success, or it might be doing research on things like the market, case, or demographics that the project targets so that you can best understand what is needed as you implement the project. 

Outlining and research are important parts of setting up a strategy, but that certainly is not where a strong strategy ends. 

A solid strategy will also assess the strengths and weaknesses of the team intended to execute each stage of the established plan. Any strategy should have a particular understanding of what can be done well. Not only does this help with efficiency over time, but it also allows difficult decisions to be made faster and with more clarity. When each person on the team has a clear picture of what elements contribute to a highly effective environment, they are able to choose tactics that play to their strengths and avoid those tactics which expose weaknesses. 

A good strategy also aligns with the business goals, vision, and core values. It doesn’t do much good for the business as a whole to spend time, energy, and resources to implement a plan which does not benefit the longer-term goals of the company. Even the most innovative ideas must serve the mission of the company and the people that work there. If the projected success does not do this, it may be more prudent to roll out that idea in another strategic phase, or in a different environment altogether. 

It’s as important to know the strengths and overall goals for implementing a strategy, as it is to know the risks. It’s wise to go into a project with eyes wide open, knowing and understanding the worst-case scenarios. This helps measure the potential risk against the potential reward. Knowing both of these perspectives gives a more accurate means to project outcomes and measure the success or failure of the project once it has come to fruition. 

While it is helpful to start a project, even in its earliest, sometimes underdeveloped stages, it’s tactful to develop a full and well thought out strategy before allocating resources to make that idea a reality. Knowing all the steps, risks, and how it aligns with other goals will offer a realistic view of the benefits. Knowing the strengths, weaknesses, and objectives will help ensure that the plan rolls out smoothly and with a way to measure success after the strategy is fully implemented. 

Creating a strategy and communicating it to a team in a unified way is incredibly important to the success of any large-scale project. It can be an involved process to implement an insightful strategy throughout a business, but the results are worth it in the end.