As summer ends and fall begins, many of our corporate social impact partners are deep in reflection, evaluating the past year’s initiatives, and preparing for the upcoming year. This period of transition is not only about setting new goals but also about aligning with the broader strategic vision of the company. For corporate social responsibility (CSR), sustainability, citizenship, or corporate foundation leaders, this is a crucial time to ensure that your plans are both impactful and aligned with corporate priorities.
During non-strategy refresh years, the planning process can sometimes feel less defined. Without the clear direction of a major strategy overhaul, it can be challenging to determine the key areas of focus. This raises important questions: How does our team identify the priorities for the upcoming year? Without a comprehensive strategic planning process, how do we manage several smaller, yet important, requests? Additionally, how can we ensure that we make the best use of our board or leadership’s time in our upcoming fall meeting?
To support leaders in this planning phase, we have compiled a list of the most common requests and key areas of focus that emerge during this time of year. These insights are designed to help you navigate the planning process, make informed decisions, and effectively communicate your needs and plans to your board or leadership team.
Strategy & Learning
- What have you learned since your last strategy refresh?
- Where have you adhered to or adjusted your strategy, and why? (e.g., big external or internal event, other context shift, learnings from a program)
- Have these shifts led you closer to or further from your vision and mission?
Operational Planning
- Where is your team most constrained (e.g., grantmaking, program development, measurement)?
- What’s contributing to these pain points (e.g., lack of resources, capabilities, lack of information)?
- What might relieve that constraint (e.g., filling a vacancy, team expansion, benchmarking or information on peer / best practices, coaching, new tools)?
Benchmarking
- What is the intent of your benchmarking? How will the information be used to inform planning and decision-making?
- Who do you aim to influence with the information?
- Based on the “how” and the “who”, which peer organizations are or should be in your benchmarking set?
Board Planning
- What topics most interest your board?
- What patterns influence Board decision-making?
- How do both of these tie back to the learning, operational constraints, and benchmarking you’re considering?
- Where can pre- or post-meetings 1:1 help optimize Board meeting time and unlock additional support?
As you prepare for the upcoming year, taking time to reflect on these questions can provide valuable insights and guide your planning process. Aligning your strategy with broader corporate goals, addressing operational constraints, leveraging benchmarking data, and strategically engaging with your board are all critical steps to ensure your initiatives are well-supported and impactful. For more support, please reach out to our team.
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