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    Course summary

    Well done on completing this course. Here is a summary of the key ideas from the course. We encourage you to discuss what you have learnt with your team.

    “Developing a road map for strategy is the linchpin in turning your ministry’s strategic plans into tangible results. By establishing clear objectives, timelines, resource allocation, and risk mitigation strategies, ministry organisations can pave the way for effective execution.”

    Connecting strategic priorities to execution:

    To ensure your strategic priority leads to execution, you need to look at these four areas:

    • Critical issues/barriers
    • Unknowns/areas of study
    • Objectives/specific goals
    • Action steps (including what, who, when and resources)

    Fundamental concepts to strategic execution:
    1. Create broad and intentional accountability
    2. Integrate strategic objectives into performance reviews
    3. Consider creating cross functional teams

    Developing a roadmap:

    To bridge the gap between vision and action, a ministry organisation must rely on a well-structured strategy road map.

    • Clear ministry goals and objectives
    • Timelines and Milestones
    • Resource Allocation
    • Risk Assessment and Mitigation
    • Communication Plan
    • Performance Metrics

    Continuous review and adaption:
    -Consider annual updates and reviews
    -Think about contingency plans
    -Planning prepares you for the things you don’t expect
    -Be open to the guidance of the Holy Spirit

    Continuous monitoring:

    • Clearly identify high-priority areas where the organisation must see progress connected to its strategy
    • Clearly identify concrete metrics, either directly measured or through meaningful proxies, that the organisation will regularly monitor, and
    • Collect this data into a simple form that is quickly and easily understood by all those charged with assuring strategy execution progress

    Leaders guide questions:

    • What are critical issues/barriers hindering you from reaching a strategic priority?
    • In what ways can you include strategic priorities in regular evaluations?
    • What metrics can you put in place to help you monitor strategic execution?
    • What must be true x months from now for you to be able to look back and say with credibility that you had a good period?