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Saturday, February 15, 2025

COLUMN: The Case for Certified Strategic Planners in the U.S. Government

In an era of complex global challenges and rapid change, the importance of strategic planning and management in the U.S. government cannot be overstated. 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: 

  1. Core Competencies: Certified professionals would master foundational skills such as environmental scanning, stakeholder analysis, strategy development, strategic communication, and performance measurement. 
  2. Consistent Methodologies: Formal training ensures a standardized approach to strategy development, reducing variability and quality gaps across agencies. 
  3. Adaptability and Innovation: Strategic planning and management certification would emphasize skills in innovation and adaptive thinking, crucial for responding to dynamic global challenges. 
  4. 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 their 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: 

  1. Enhanced Mission Effectiveness: Skilled planners produce strategies that align organizational goals with national priorities, driving better results. 
  2. Improved Coordination: Certified professionals, trained in best practices, would create more cohesive and collaborative strategies across agencies. 
  3. Cost Savings: Investing in better strategies reduces the waste of resources on poorly conceived initiatives. 
  4. Workforce Professionalization: Certification would attract high-caliber talent to government service, elevating the prestige and effectiveness of the field. 
  5. 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—it is 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 not only streamline implementation but also elevate the quality and consistency of government strategy development. 

The professionals who attend training programs demonstrate a commendable commitment to improving their organizations. By formalizing certification requirements, the government would further empower these individuals, 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 that will ensure our nation is prepared for the challenges of today and tomorrow. 

Robin L. Champ
Robin L. Champ
Robin L. Champ is a visionary leader in strategic foresight and strategy management, currently serving as the Vice President, Strategic Foresight at LBL Strategies and an instructor at Harvard Extension School. With a distinguished career spanning key roles in both the Department of Defense and the U.S. Secret Service, Robin brings unparalleled expertise to the table. Retired as the Chief of the Enterprise Strategy Division at the United States Secret Service, Robin led the organization's foresight and strategic planning efforts. Notably, she also co-chaired the Federal Foresight Community of Interest, showcasing her commitment to advancing foresight practices across government. Prior to her tenure at USSS, Robin served as the Chief of the Global Futures Office at the Defense Threat Reduction Agency (DTRA). There, she developed a pioneering methodology encompassing stakeholder interviews, scenario-based planning, SWOT analysis, policy analysis, and crowdsourcing. This approach formed the bedrock of the Agency's Strategic Plan, solidifying Robin's reputation as a thought leader in the field. Robin's influence extended even further at DTRA, where she led the Project on Advanced Systems and Concepts for Countering Weapons of Mass Destruction (CWMD). Through strategic studies and dialogues, she addressed critical national security and CWMD challenges, forging collaborations with esteemed institutions like the National Defense University and the U.S. Air Force Institute for National Security Studies. Her tenure at the Defense Logistics Agency (DLA) saw her at the forefront of the 2010 Quadrennial Defense Review, where she played a pivotal role as the DLA Lead. Notably, Robin authored the DLA Transformation Roadmap and served as the Program Manager for DLA's Balanced Scorecard, leaving an indelible mark on the agency's strategic trajectory. In addition to her official positions, Ms. Champ is a U.S. Army proclaimed “Mad Scientist;” Co-Chair of the International Association for Strategy Professionals Government Community of Practice (IASP-GovCoP); Co-Founder and Co-Chair of the Federal Foresight Advocacy Alliance (FFAA); and regular columnist for Homeland Security Today magazine. Robin’s illustrious career has earned her accolades, including a commendation from the Vice President of the United States, the prestigious DTRA Director’s Distinguished Civilian Service Medal, and the U.S. Secret Service Director’s Impact Award. She holds a Bachelor of Science in Journalism/Advertising from the University of Maryland, where she graduated at the pinnacle of her Advertising class. Additionally, she holds a Master of Science in National Resource Strategy from NDU’s Industrial College of the Armed Forces (ICAF) – now the Eisenhower School, and is a graduate of the Harvard Kennedy School’s Senior Executive Fellows program. A sought-after keynote speaker on foresight, Robin has graced numerous forums, including the International Association for Strategy Professionals, Federal Foresight Community of Interest, Palladium Strategy Summit, National Defense University, American Society of Microbiology, Department of Homeland Security, Environmental Protection Agency, Department of Energy National Labs, OPM’s Federal Executive Institute, and the Centers for Disease Control (CDC).

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