STRATEGY CENTRAL
FOR AND BY PRACTITIONERS
By Robin Champ, Vice President – Strategic Foresight, LBL Strategies
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.
Why Certification Matters
Strategic planning is not merely a bureaucratic exercise; it is the foundation upon which organizations anticipate challenges, allocate resources, and position themselves for success. Without proper training, strategic planners risk creating flawed or superficial strategies that waste resources, fail to achieve objectives, or jeopardize mission outcomes. Certification can address these issues by ensuring that strategic planners possess:
Core Competencies: Certified professionals would master foundational skills such as environmental scanning, stakeholder analysis, strategy development, strategic communication, and performance measurement.
Consistent Methodologies: Formal training ensures a standardized approach to strategy development, reducing variability and quality gaps across agencies.
Adaptability and Innovation: Strategic planning and management certification would emphasize skills in innovation and adaptive thinking, which are crucial for responding to dynamic global challenges.
Accountability: Certification ensures planners are held to professional standards, reinforcing their responsibility to deliver actionable, evidence-based strategies.
The Problem with the Status Quo
During my career, I encountered strategic plans that were little more than exercises in compliance or bureaucracy. One agency asserted, “nothing has changed in the past four years,” and recycled its previous strategy with minor updates to performance measures. Another agency assembled its strategy by stitching together content from subordinate organizations’ websites. Such practices reflect a systemic failure to take strategy seriously and highlight the need for professionalization.
The lack of rigor in strategic planning leads to several consequences:
Missed Opportunities: Without foresight and analysis, organizations may fail to anticipate or capitalize on critical trends.
Inefficient Resource Allocation: Poorly designed strategies often lead to wasted time, money, and effort.
Erosion of Credibility: A lack of professionalism in strategic planning undermines trust in the government’s ability to lead effectively.
Execution Failure: Agencies frequently do not review their strategies on a regular basis and often do not ensure planned initiatives are developed and implemented to support its achievement.
The Benefits of a Certified Career Field
Establishing a certified strategic planning and management career field within the U.S. government would yield significant benefits:
Enhanced Mission Effectiveness: Skilled planners produce strategies that align organizational goals with national priorities, driving better results.
Improved Coordination: Certified professionals trained in best practices would create more cohesive and collaborative agency strategies.
Cost Savings: Investing in better strategies reduces the waste of resources on poorly conceived initiatives.
Workforce Professionalization: Certification would attract high-caliber talent to government service, elevating the prestige and effectiveness of the field.
Global Leadership: A commitment to strategic excellence would position the U.S. as a leader in innovative, forward-thinking governance.
Time for Action
In an era defined by rapid technological change, geopolitical uncertainty, and complex threats, the U.S. government cannot afford to neglect the importance of strategic planning. A certified career field for strategic planners is not just a good idea but an urgent necessity.
Fortunately, a framework already exists to address this need. The International Association for Strategy Professionals (IASP), a nonprofit organization, offers a comprehensive certification program for strategy professionals. This program equips individuals with the skills and knowledge required to excel in strategic planning using globally recognized best practices. By requiring government strategy professionals to obtain this certification, the U.S. government can ensure a standardized level of expertise across agencies. Leveraging an established certification body like IASP would streamline implementation and elevate the quality and consistency of government strategy development.
The professionals who attend training programs demonstrate a commendable commitment to improving their organizations. The government would further empower these individuals by formalizing certification requirements, providing them with the tools and knowledge necessary to drive meaningful change. The stakes are too high to leave the future in the hands of amateurs. It is time to prioritize the professionalization of strategic planning in the U.S. government and invest in the training and certification to ensure our nation is prepared for today's and tomorrow's challenges.
About The Author
Robin L. Champ is a visionary leader in strategic foresight and strategy management, currently serving as Vice President of Strategic Foresight at LBL Strategies. With a distinguished career in the Department of Defense and the U.S. Secret Service (USSS), she retired as Chief of the Enterprise Strategy Division at USSS, leading foresight and strategic planning efforts. Previously, she was Chief of the Global Futures Office at the Defense Threat Reduction Agency, pioneering strategic planning and management methodologies. At the Defense Logistics Agency (DLA), she played a key role in the 2010 Quadrennial Defense Review and authored the DLA Transformation Roadmap. Recognized as a U.S. Army “Mad Scientist,” she co-founded the Federal Foresight Advocacy Alliance and serves as Co-Chair of the International Association for Strategy Professionals Government Community of Practice. A sought-after keynote speaker, she has addressed top defense, security, and strategy institutions. Her accolades include a Vice Presidential commendation, the DTRA Director’s Distinguished Civilian Service Medal, and the USSS Director’s Impact Award. Robin holds a Bachelor of Science in Journalism/Advertising from the University of Maryland and a Master of Science in National Resource Strategy from the Eisenhower School, and is a graduate of Harvard Kennedy Scho
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