Robin Champ
Introduction
The importance of strategic planning and management in the U.S. government cannot be overstated in an era of complex global challenges and rapid change. Yet, too often, the task of charting the future is assigned to individuals who lack formal training in the discipline. During my 20 years of experience leading strategic planning for government agencies, I frequently observed well-intentioned but underprepared individuals attempting to navigate the intricate world of strategy.
Now, as I teach strategy to professionals from across the public sector, I see participants arrive with polished presentations they call their "strategy." These efforts often represent a good start—they are visually appealing and show an earnest desire to comply with organizational requirements—but they frequently lack actionable or measurable elements. Commonly, they are cluttered with undefined terms like "moon shots," "imperatives," and "pillars," leading to confusion and limited effectiveness. The good news is these professionals are showing up for training, determined to enhance their skills and make a meaningful impact on their organizations.
This lack of formal training and certification for strategists in the U.S. government represents a critical gap. Strategic planning—a process fundamental to organizational success and national security—requires a level of expertise that cannot be acquired through informal practice alone. While the government mandates certifications for program managers and acquisition professionals, there is no equivalent requirement for the individuals responsible for shaping the visions and plans that guide the future of our nation. This gap is more than an oversight; it is a strategic liability.
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