not an appropriate activity for every organization at all times. When an organization is in crisis, when its very existence is in question, the crisis must be addressed before any other activity is initiated. Strategic planning makes no sense when the organization's future is in doubt. Developing goals and objectives.Who, what, when, where, why, and how is not only the mantra of journalists, it is also the guideline for developing goals and objectives. And, the future vision of the organization- the why- is the guiding force in their development.(1) Specific goals, what is to be achieved, are identified to help move the organization from its current state to the desired future state. Goals may be sequential over, for example, a five-year strategic plan, with a completion date specified for each goal. The objectives may be considered action steps, the accumulation of achievements necessary for attaining each goal. Objectives answer the questions of who is responsible, what specifically will be done, how and where it will be done, and when it will be completed. The goals and objectives must at all times convey a sense of movement toward the desired end state. Pfeiffer and others refer to this stage as strategic business modeling. (3) For them, the strategic business model consists of two parts: the strategic profile, which states the business' goals in quantified terms; and clear statements saying how each goal will be achieved.(3) As with goals and objectives, strategic business modeling must be compatible with the organization's vision for the future. This is the essence of the full strategic plan. As a document, it clearly and concisely outlines the results of the preceding steps. It builds from a statement of the current situation to a description of the desired future situation, with a blueprint of how that future is to be achieved. Section headings may include: The strategic plan should be the organization's guiding spirit, provi...
