Who’s Afraid of Strategic Planning in Higher Ed? Not You.

We get it—strategic planning in higher education can feel intimidating. A lot of people think it’s just a massive time sink that ends with a beautifully designed document gathering dust on a shelf. But from our experience working with universities and colleges, it doesn’t have to be that way. Done right, a strategic plan is one of the most powerful tools an institution has to align priorities, engage stakeholders, and move forward with real purpose.

‍

At its heart, strategic planning is a future-casting exercise—it’s about asking, where do we want to go next? But it’s impossible to answer that without some honest reflection. What’s worked over the past few years? What’s tripped up teams? What lessons can be carried forward? Taking time to reflect is critical—it helps build a plan that’s realistic, actionable, and better positioned to avoid past pitfalls.

‍

Collaboration and Change Management

At Kennedy & Company, one of our favorite parts of this process is watching cross-campus collaboration happen in real time. Faculty, staff, students, and administrators usually work in their own corners, but strategic planning gives them a reason to sit down together, share ideas, and see the bigger picture.

‍

This collaboration is more than just good communication—it’s the foundation for effective change management. When people have a voice in shaping the plan and understand the “why” behind the initiatives, they are far more likely to embrace new priorities, adapt to changes, and help carry the plan forward. Without this, even the most carefully designed plan can stall during implementation.

‍

Setting Ambitious but Achievable Goals

We’ve seen too many plans that are either so vague they’re useless or so rigid they set teams up to fail. A strong plan is ambitious but practical. It considers current benchmarks and sets actionable, achievable, and time-bound goals and key performance indicators (KPIs). And just as important, it stays flexible. Circumstances change, challenges arise, and institutions need the ability to pivot without feeling like they’ve failed.

‍

Creating a Shared Vision and Sustaining Momentum

A great strategic plan gives the campus a shared vision, but the work doesn’t stop once the plan is approved. A plan is only as good as its implementation and the momentum maintained afterward. It helps units know where to focus energy, which initiatives deserve resources, and what’s okay to say “no” to. Strategic planning is about prioritization, and the clearer the vision, the easier it is to keep teams aligned, motivated, and moving in the same direction over time.

‍

Getting Help to Make it Stick

Here’s the truth: doing strategic planning well takes time, effort, and honest facilitation. Many institutions underestimate it. That’s where our team at Kennedy & Company comes in. Bringing in partners can be critical because they bring an unbiased perspective, keep the process moving, and engage stakeholders meaningfully. Working with experienced guides like us ensures the plan is not just a document, but something the institution can actually implement and rally around.

‍

Next Steps: Change Management in Strategic Planning

Strategic planning doesn’t have to be scary—it should be exciting. Done right, it provides clarity, alignment, and a shared vision that guides resource allocation, prioritization, and decision-making. The next blog in this series will explore why change management is essential for implementing a strategic plan successfully—and how institutions can make sure their hard work doesn’t just sit on a shelf.

‍

‍