Keeping the Momentum: Implementing Strategic Plans in Higher Education

Drafting a strategic plan is just the start. The real challenge—and where many institutions stumble—is turning that plan into action that actually sticks. When our team at Kennedy & Company asks our institutional partners what they’re most afraid of at the end of the strategic planning process, the answer is almost always the same: “We’ve spent all this time and built so much excitement around the plan…what if nothing happens?”

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The worry is that without follow-through, people become cynical about the process and skeptical about future initiatives.

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This final step in crafting an effective strategic plan is all about keeping momentum, tracking progress, and making sure the plan delivers real results.

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Create a Clear Strategic Planning Implementation Document

The first step in transitioning to the action phase of a strategic plan is getting all the details down in one place. A successful strategic plan needs a detailed implementation document. This should include:

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• All the elements of the strategic plan broken down into actionable steps
  
  
• KPIs for each initiative
  
  
• Owners for every goal
  
  
• Any resources needed to make it happen, whether financial or human capital
  
  

Having a clear document like this ensures everyone knows who’s responsible for what and what’s needed to get it done. It’s more than a reference—it’s a roadmap for action and accountability, and a key tool for effective change management.

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Define Ownership and Accountability in Strategic Plan Implementation

Ownership is critical to keeping things moving. An owner can be an individual or a task force/work group, and these groups should include representation from the teams most impacted by or involved in achieving the goal or KPI.

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These members act as champions for their groups, helping to identify blind spots and keeping a pulse on what’s happening across the teams they represent. They also make sure leadership is aware if goals or KPIs need to be adjusted over time. Clear ownership prevents initiatives from falling through the cracks and keeps everyone focused on the bigger picture.

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Using the Strategic Plan to Guide Decisions

Departments and units should actively use the strategic plan to guide their decisions and day-to-day priorities. New initiatives should generally align with the plan, so time and resources are spent where they matter most. Projects that don’t align should either be put on hold or require a thoughtful, intentional conversation before moving forward.

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This approach keeps the institution moving in the same direction and ensures that everyone’s efforts are focused on what really advances strategic goals.

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Sustaining Momentum Over Time

Momentum doesn’t just happen, it has to be built and maintained. Goals and KPIs may need to shift as circumstances change; enrollment patterns fluctuate, policies evolve, or unexpected events like COVID arise. A combination of a detailed implementation document, clear ownership, strategic decision-making, and transparent communication allows institutions to adapt while staying on track.

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When these elements are in place, the strategic plan becomes a living framework, guiding decisions, prioritization, and progress long after the initial drafting process.

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Conclusion: From Strategic Plan to Measurable Action

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A strategic plan is only as good as the action that follows. Clear documentation, accountable ownership, and regular updates keep initiatives on track, maintain engagement, and make sure the plan drives real results. Departments and units can use the plan to prioritize initiatives that align with strategic goals and thoughtfully evaluate those that don’t.

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At Kennedy & Company, we work with institutions to create the toolkit they need for successful implementation. From structured plans and KPIs to change management strategies and progress tracking systems, our goal is to make sure your strategic plan is more than a document; it’s a tool that turns vision into measurable, lasting impact.

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Let's connect about your next strategic planning effort.

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