The Subtext of Strategic Planning

 “Shakespeare doesn’t really write subtext, you play subtext.”

~ Gary Oldman, English stage and film actor

Strategic planning requires deep organizational examination by key staff, boards of directors, and a variety of internal / external shareholders.  Who are we? What are we trying to achieve? What are our challenges and opportunities? Who do we want to be in five years? Questions about “thriving” are more difficult to answer when your organization is more focused on “surviving”, but strategic planning should move your organization forward, no matter where you are.

What's the subtext of your Strategic Plan?

In monologue workshops, theater instructors often direct young artists to have a vision for their scene and press the students with the same questions over and over – What is your objective in this scene? What are your obstacles and your tactics for overcoming? Some artists answer without hesitation while others pause, having no premeditated answer. Good instructors don’t provide the students with the answer, only more questions. Layer by layer, subtext is formed and the actor can create a deeper, more compelling performance. 

An award-winning playwright can produce a play full of words and stage direction, but that’s not yet “theater”. The work is handed over to the performer to bring the work to life through interpretation, depth and delivery. Through text analysis, collaborative input and careful exploration, the work becomes alive.  Continuing questions – What’s your objective? What are your obstacles and what are your tactics for overcoming those obstacles? – breathe life into the story.

Creating and implementing strategic plans are not much different. Although important, the plan is more than just dreams. Ideas come together as plans are forged and left for key players to exercise and interpret, to act upon and assess.  As arts & cultural management consultants, RSC has witnessed this process and its rhythms many times as we’ve partnered with clients to develop strategic plans and funding growth initiatives. When done well, the plan evolves from being a simple document to becoming a deep, maturing interpretation of the organization’s aspirations, goals and pathways to success.

Is your strategic plan a plan full of words and numbers or is it alive and moving your organization forward?  RSC recommends a strategic planning and implementation process that is structured yet fluid and flexible, where roles are refined and matured with tactics that propel the arts organization forward. 

If you want to understand the subtext of your strategic plan, RSC can help through our proven methods of step-by-step counsel and expertise, exploration and direction. Together we can put into action an invigorated, deeper and more compelling effort for your organization.

If you would like to learn more about how RSC successfully helps arts and cultural organizations reach their fundraising goals, call us today at 317.300.4443 or visit our website.