Planning is a process, not an event

As a university business professor, I have experimented with applying the underlying principles and theories of economics and management to areas outside of business. This article follows one of those avenues to show an expanded application of a strategic planning model to athletic teams.

Several years ago, I developed a graduate course in strategic planning with subsequent meaningful contributions and edits for improvement from my colleague, Dr. Charles McDonald. The foundation of the course is a Strategic Planning Model that presents a process for developing a business plan. It emphasizes planning as a process rather than an event.

Planning could be argued to be the most important among the several functions of management that include organizing, directing, coordinating, control, and others that appear in alternative models. The planning process establishes accountability for operating an organization instead of applying an ineffective practice of management by “crisis” that relies heavily on the intuitive judgement. The planning process gives credibility to individual strengths and responsibilities and provides meaningful direction to the organizations vision and efforts. It establishes a means for teamwork and harmony of individual goals with organization goals.

In the chosen model, the planning process begins with an Environmental Analysis that evaluates influences that exist outside the organization that can impact it either positively or negatively. The second step is a Resource Analysis as a self-appraisal that evaluates the strengths and weaknesses inside the organization in categories that typically include human resources, facilities, equipment, and financial resources. Subsequent steps include the formulation of Assumptions and Criteria, development of or review of an existing Mission

Statement, and determination of Objectives (relatively general targets) and Goals (specific targets within the objectives).

Once Objectives and Goals have been determined, strategies are formulated that include a commitment of the resources and personal accountabilities required to pursue the established Objectives and Goals within defined timelines. A final step called Appraisal of Results and Recycling of the Planning Process sets a schedule to periodically evaluate progress and make any adjustments deemed appropriate to the plan.

My observation of graduate students in the planning class and experience with organizations in attempting to create strategic plans is that many simply just do not get it. Some fail to recognize that planning is a comprehensive process as illustrated by the model summarized above and not a one-afternoon event. Some believe that plans are set in concrete that cannot be amended once adopted instead of allowing adjustments. Another frequent flaw is not realizing that goals are targets/outcomes to be pursued instead of statements of activity. Misdirected and random actions normally do not result in positive outcomes.

With that background, I now reflect back to my opening paragraph. Last year I observed the Pleasant Grove (PG) High School football program that appeared to execute every step in this planning model. Pleasant Grove ISD hired Coach Josh Gibson in 2014 as its Head Football Coach and Athletic Director. I have attended most of the PG football games under his leadership in the 2014-2017 seasons. I have not interviewed him, but understand that he had a vision for the PG football program from the beginning that his players obviously bought in to. Realistic and progressive goals for his teams were added each year with strategies established to meet the goals. The team’s win/ loss records improved each year, and concluded with PG winning the 2017 UIL Class 4A, Division II state championship.

Along the way while watching the weekly PG football games, it occurred to me that the teams had been, probably unknowingly, following the planning model throughout the four years and reaped the rewards of executing an effective plan. In the Environmental Analysis section, elements to be considered included PG’s UIL classification, its assigned district and the member schools that PG would compete against, the level of player and coaching talent of the opposing teams, the weekly game environments, and even forecast weather conditions each week. The possible impact of these external elements was obviously recognized.

Under Resource Analysis, administrative support appeared to be solid, facilities and equipment were excellent, the coaching staff was skilled, the players were versatile and talented, and financial resources were adequate. The annual objectives and goals were obviously realistic, progressive, and attainable. As an observer, I was particularly impressed by the weekly game plans and in-game adjustments to opposing teams and game conditions.

The point of this is that planning is not only important to the success of businesses, but also in other arenas that, as described above, includes sports teams. Effective planning can equally apply to non-profit organizations, schools, churches, families, groups, as well as individuals. Remember, however that strategic planning is a process and not an event.

Dr. Larry Davis is a professor of Economics & Management in the College of Business, Engineering, & Technology at Texas A & M University-Texarkana.