The final weeks of the year are often the only time leaders can step back from client delivery and look ahead.
Strategic planning is a broader and more detailed exercise — this series of questions is designed to help your firm grow sustainably, stay relevant, and remain competitive in 2026.
The aim: to move from confusion to absolute clarity — so that by 2026, every person in the firm is aligned, clear, and committed to supporting the same priorities.
1. Client Impact
What difference do we want to make for clients in 2026, particularly in helping them prepare for what’s next?
When did we last ask clients how they view our value or how we compare to others in our market?
2. Growth Ownership
Who owns growth, and which 3–5 key measures will we track quarterly to stay accountable?
Clear ownership ensures plans become action.
3. Focus
Which services will we invest in, maintain, or phase out?
Defining this early focuses resources, clarifies messaging, and builds momentum.
4. Capacity
Where will we create dedicated time for new initiatives?
Without protected time, client delivery will always take priority.
5. Attract
Do we have a plan to attract clients in our 2026 growth areas?
How can we keep people motivated, engaged, and incentivized to support it?
6. Processes
Where can we strengthen how we handle inquiries, proposals, and delivery?
Often the greatest gains come from refining what already exists.
Thoughtful use of AI or automation can enhance efficiency and consistency.
7. Pricing
Are we priced appropriately for the value we deliver?
Should we review profitability per engagement, reassess legacy clients, or update rates to remain sustainable and competitive?
If you’d like to discuss how this applies to your firm or sense-check your 2026 plan, feel free to contact me.
