One of the most common situations we see is this:

An organization has a problem…

But there are multiple ways to solve it. And that’s where things get stuck.

Do you need a strategic plan?

Is this a talent issue?

Is it a process problem?

Do you need to be thinking about succession?

The reality is, most challenges don’t come with a clear label. And choosing the right level to address the problem is just as important as solving the problem itself.

That’s why a big part of what we do is help organizations step back, define the problem, and determine the right level of service to address it.

Here’s how to think about it.

Start with the Question: What Level Is the Problem?

Before jumping to a solution, the better question is:

Where is the problem actually happening?

  • Is it isolated to a department?
  • Is it a breakdown in processes?
  • Is it a leadership or alignment issue?
  • Is it a future risk tied to key people?

Once you identify the level, the right solution becomes much clearer.

If the Issue Is Within a Department

If you’re seeing recurring issues in a specific department, such as inefficiencies, lack of accountability, unclear roles, or day-to-day challenges, there are a couple of strong options.

Option 1: Department-Level Strategic Planning

This approach applies strategic planning at the department level.

You’re working with the team to:

  • Establish structure, including weekly and quarterly meetings
  • Define priorities and goals
  • Improve communication and accountability
  • Create alignment within the department

This works well when the department needs direction and structure, not just fixes.

Option 2: Talent Consulting

Talent consulting goes deeper into how the department actually operates.

This typically includes:

  • Observing the team in action
  • Identifying structural and accountability gaps
  • Reviewing roles and job expectations
  • Implementing improvements in how the team functions

These engagements are hands-on and often span a few months, with multiple touchpoints to fully understand the team and deliver meaningful change.

If the question is, “How should this department actually run?” this is usually the right level.

If the Issue Is a Process Problem

Sometimes the issue isn’t the people or the structure. It’s the process.

You may notice:

  • Rework happening over and over
  • Too many handoffs
  • Bottlenecks or delays
  • Errors that keep repeating
  • Increased cost or inefficiency

In these cases, a Lean Six Sigma project is often the most effective approach.

This involves:

  • Identifying a high-impact process
  • Building a team around that process
  • Mapping and analyzing how it currently works
  • Redesigning it for efficiency and consistency

These projects can be scaled, from a focused improvement effort to a full multi-day engagement.

The key is choosing the right process, one that is repeated frequently and has a measurable impact on cost, time, or service.

If the Issue Is Organization-Wide

In some cases, the challenges are broader:

  • Lack of alignment across leadership
  • Unclear priorities
  • Inconsistent accountability
  • Teams moving in different directions

This is where strategic planning becomes the right solution.

Strategic planning helps you:

  • Form a true leadership team
  • Establish core values and vision
  • Define a long-term direction (10-year target)
  • Set 3-year and 1-year priorities
  • Create quarterly goals with accountability

Just as importantly, it establishes a rhythm for how your team meets, communicates, and solves issues throughout the year.

If the organization lacks structure at the leadership level, this is often the starting point.

If the Issue Is Future Risk (Key People)

Another level to consider is risk tied to key individuals.

If you have:

  • A leader nearing retirement
  • A role that only one person understands
  • No clear backup or development plan

Then you’re looking at a succession planning need.

Succession planning addresses:

  • What happens in an emergency
  • What happens in a planned transition
  • What skills and experience are needed for the role
  • Whether there are internal candidates or a need to look externally

Whether the timeline is six months or twenty years, having a plan in place reduces risk and creates stability.

The Reality: There’s Often More Than One Right Answer

Here’s the important part:

There isn’t always just one solution.

In many cases, organizations benefit from a combination of approaches:

  • Strategic planning to set direction
  • Talent consulting to fix how a team operates
  • Process improvement to address inefficiencies

The key is not jumping to a solution too quickly.

The Value of Getting It Right

Choosing the right level of service matters because it determines:

  • How effective the solution will be
  • How efficiently you use your time and resources
  • Whether the problem is actually solved or just temporarily addressed

At Smith Marion, we don’t start with a predefined solution. We start with a conversation.

We work with you to:

  • Define the problem clearly
  • Identify where it’s occurring
  • Determine the right level to address it

Because solving the wrong problem, even well, won’t get you where you want to go.

Next Steps

Not sure which approach is right for your organization?

Let’s talk through it.

HANNAH BALDWIN

Schedule a conversation:
https://calendly.com/hbaldwin-smco/60min

Or visit our website to learn more about our services:
https://smcocpa.com/strategic-planning/