Maximize ranch efficiency: Plan and review operations now
At the risk of being repetitive, I wanted to revisit the idea of strategic planning as we will be wrapping up 2025 by the time you read this. (Honestly, how is that possible?) So, one of the tools is being intentional about taking the time with your team to sit down and focus on planning. A starting point can be the SWOT analysis that we have talked about, discussing strengths, weaknesses, opportunities and threats. We look at what really worked in this past year and what areas we should focus on.
It is also valuable to talk about the current state of the cattle industry and what we are expecting for 2026. (If anyone has a crystal ball…) Under the strengths category, the cattle market is at all-time highs. Under weaknesses, in our area, managing through the ongoing drought is top of mind. Adding a pasture pipeline has helped us. For opportunities, we can think about what type or class of cattle will be best to own next year. We can also think about whether there are some other grazing strategies that we should consider, or different enterprises.
Another opportunity may fall under the area of technology. For example, the concept of virtual fencing is now a reality that is being used more all the time. What was once out of reach, due to cost or cellular connectivity, is being refined and adapted. It could certainly be a game changer in the grazing game. Sticking with the theme of technology, we can think about artificial intelligence and how we can apply it. It can draft reports, so how can we use it for strategic planning? We’ve found that all we have to do is input the raw data and ask for refinement and reporting. It is quite amazing. Honestly, if I can use it, anyone can.
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The ongoing drought will fall under the threat category for those still in that situation. Another potential threat is how things play out with our trading partners, on which we rely so heavily for our market. Interest rates and the value of Canadian dollar also have an effect.
As we begin our annual planning, it is also good to assess where we are at, not only from the basis of our resources of finances, livestock, equipment, land and feed, but also our people side of things. Again, what are the skills, strengths and assets that the people on our team are bringing to the table? Who are the decision-makers and the stakeholders? What are the weak links in our chain of production? Determining the weak link for 2026 will inform how we prioritize expenditures. Is that link growing, harvesting or selling what we produce?
I used to be a proponent of doing the strategic planning on a five-year basis. More recently, I have been reading and finding through experience that a three-year increment is better. It is easier to see the accomplishment we want to achieve by 2028. From the three- or five-year plan, you will be producing your annual plan. In 2026, what are we trying to achieve and what needs to happen to ensure that? It depends on the situation and the operation, as do so many tools and strategies. What is your unique advantage? You do have one.
The basics of a financial plan and a grazing or cropping plan should always be included in the process. Figure out a way to review, monitor and update the strategic plan. I think the plan should be considered a living document that helps guide our management and decision-making, but is constantly evolving.
As we try to be strategic, another question that comes up about individual operations and teams is when do you do your best work? When do you have your most creative thoughts? It will be different for different members of the team, but try to get some clarity and share that information in your planning discussions. For example, if the majority have their best thoughts earlier in the day, morning meetings are better than those after supper. It is a balancing act to try to meet all the needs. But it’s one worth doing.
Again, when following the holistic management model, we also ask whether we have any log jams that are preventing us from moving forward. How are we going to address those? It may not be a full-on log jam, but a smaller roadblock. Thinking about what those are, and strategies around them, is important.
I hope this is helpful even though I am emphasizing topics about which I have previously written. Also, I hope it motivates you to set that planning meeting to start looking back on how 2025 went and celebrate the successes. Then, ask what we are trying to create and produce for 2026. Get that planning calendar and start filling out the major events of the year. Share it with the team. Ask for their input and make sure it is not only production activities, but quality of life ones as well.
Here’s to a fantastic 2026! c
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