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 The strategic plan was reviewed and adopted by our Board of Directors earlier this year and now the hard work starts. The Board of Directors is responsible for setting the “Ends” — what, for whom and at what cost — and from the Ends, Executive Empowerment policy is set to ensure the Co-op is working in that direction. The board will work on blending the strategic directions into the Ends during the board retreat slated for mid-June.
In the meantime, we are developing timetables, deliverables and formats for each direction — the pre-work, as it were. Once that is determined, each committee can get down to work. It’s a long process and one that doesn’t need to be hurried, thank goodness, but that pre-work will help keep us on track. The board determined that four out of five strategic directions fit well with what they are currently focusing on. The fifth strategic direction, “Making the Co-op the BEST place to work in Moscow,” has been placed into the capable, caring hands of our staff. Our first step will be to define what that direction means to us by looking at our own internal information from the employee opinion survey. We’ll also look at other businesses in Moscow, other co-ops and other “best workplaces” for how they define that goal. A report on our findings will go the board at their May meeting, so plan on joining us if you find this subject intriguing — plus, I’ll write about it in the June newsletter. |
