In any organization, whether a small business or a significant regulatory body, the ability to adapt to change and plan for the future is essential. As a leader, you understand that a compelling strategic plan is more than just a document—it’s a dynamic roadmap. I’m eager to share my experience developing the College of Alberta Dental Assistants (CADA) Strategic Plan 2025-2030 and the invaluable lessons I’ve learned from this nine-month journey.
Lesson 1: Go Beyond the Boardroom. A strategic plan that truly resonates is shaped by the people it will serve. We began this project with a core principle: build a foundation of truth that didn’t just meet in a boardroom; we actively sought out every voice. We engaged with hundreds of registrants, staff, educators, and partner organizations through surveys, interviews, and focus groups. This extensive stakeholder engagement was not just a step—it was the cornerstone of the entire process, ensuring the final plan was relevant and embraced by the community.
Lesson 2: Make Strategy Engaging. Creating a shared vision can be challenging. We transformed our strategic planning retreat into an interactive, gamified experience . his approach turned a typically formal process into a dynamic and collaborative one. It allowed us to convert a mountain of feedback into a clear, shared vision and four core strategic pillars.
- Defining Our Role: Clarifying our purpose and value.
- Elevating the Team: Championing the growth and excellence of our people.
- Building Trust: Establishing and Maintaining Lasting Relationships with Stakeholders.
- Optimizing the Organization: Ensuring we operate efficiently and effectively.
Lesson 3: The Roadmap is a Call to Action. The culmination of our effort is a comprehensive 5-Year Action Plan. It’s a clear roadmap with measurable results, turning our shared vision into actionable steps. It’s proof that with a collaborative and inclusive approach, any organization can craft a plan that is not only strategic but also deeply rooted in the community it serves.
I’m very proud of what we achieved with CADA, and I believe these principles can assist any leader in guiding their organization towards a stronger, more trusted future.
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