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STANDR
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Strategic planning

A plan only creates value if it guides decisions

STANDR helps your organization turn a shared diagnostic into clear choices, then into objectives, responsibilities and initiatives that departments can genuinely move forward.
Talk about your next cycle

Where plans lose momentum

Alignment does not always survive day-to-day reality

The engagement helps decision-making bodies agree on the findings, compare options and make clear choices.
Establishing a shared understanding
Client needs, stakeholder expectations and the organization's real capacity are brought together to make choices comparable.
Making real choices
Orientations, objectives and targets focus resources on the results that matter, instead of adding a list of intentions.
Giving teams a handle
Initiatives become clear enough to be entrusted, deployed and tracked within departments.
Équipe analysant des données autour d’un ordinateur

Different contexts, one common need

Keeping the plan alive despite complexity

The plan often already exists. Difficulties begin when day-to-day decisions, project portfolios and indicators no longer show what is actually moving priorities forward.
Machinerie de voirie et signalisation sur une route municipale

01

Municipal sector

The plan must move forward despite political cycles, service obligations, accountability and departments with different realities.

Consulting contribution

The relevant bodies build a shared diagnostic, explicit choices and a deployment compatible with municipal governance.

Platform contribution

Orientations, initiatives, owners and indicators remain visible to support trade-offs and monitoring.

Équipe de direction réunie pour arbitrer des priorités

02

Public sector

The mission, the expectations of multiple stakeholders, compliance and limited capacity impose difficult choices.

Consulting contribution

Constraints are translated into comparable priorities, clear responsibilities and decision mechanisms suited to the public mandate.

Platform contribution

Commitments, dependencies, indicators and progress are brought together to support management monitoring and accountability.

Équipe multidisciplinaire travaillant sur des données et un plan commun

03

Large organizations

The strategic direction must span multiple units, portfolios, decision levels and tracking systems without losing its coherence.

Consulting contribution

Trade-offs, Hoshin deployment and coordination connect strategy to each unit's initiatives.

Platform contribution

The plan, objectives, initiatives and indicators share a common reference, with the level of detail suited to each responsibility.

Deux professionnels structurent des données et des priorités sur un tableau

How the engagement progresses

From diagnostic to decisions that hold up on the ground

The engagement follows four phases adapted to your governance, your sector and the decisions to be made.

  1. Understand what needs to change

    The voice of customers, employees and processes is connected with organizational capacity to produce a diagnostic useful for decisions.

  2. Make choices together

    Co-development workshops bring together management and the relevant bodies to agree on orientations, objectives, targets and priority initiatives.

  3. Translate choices into actions

    The approved plan is broken down within departments. Responsibilities, initiatives and monitoring mechanisms bring organizational choices closer to tactical and operational work.

  4. Prepare for continuity

    Monitoring mechanisms are put in place and an internal resource is prepared to take over. The engagement ends with clear responsibilities and agreed learnings.

What consulting contributes

Structured decisions before deployment

The engagement clarifies the problem, the choices and the mechanisms that will allow the plan to move forward beyond the workshops.

An actionable strategic architecture

Diagnostic, orientations, objectives, targets and priority initiatives are documented in a set that supports trade-offs and monitoring.

A deployment tailored to your governance

Responsibilities, monitoring mechanisms and the transfer sequence are defined for the relevant bodies and departments.

When the platform is useful

Keeping the plan visible in day-to-day decisions

When the platform is part of the engagement, it connects the plan, objectives, initiatives, owners and indicators. Decision-making bodies have a shared view to prepare trade-offs and track commitments.

Gantt du plan maître STANDR montrant la cascade Hoshin, les initiatives, les mandats et leur progression

Your next planning cycle

Start with the decisions your plan must make possible

An initial meeting helps clarify the scope, the stakeholders and the decisions that need to become clearer.

Talk about your decisionsSee the Governance stage