I can provide you with the basic fundamentals of strategic planning in training to develop a business. Generally, the aspects depend on employee development and overall organizational development.
Employee Development
Here, employees are required to set effective personal career development goals, which include marketing proficiency, aptitude, expertise in learning, and implementing the learned significance. As you are a Center head, this should be a critical element in effective planning.
If employee development is an exclusive strategy, then Organizational Development should align with the overall planning—the organization develops from its executive level. A careful analysis and study of existing organizational structures and thoughtful consideration of the long-term trajectory of the organization map systematic adaptation based on facts, such as sensitivity training, transactional analysis, behavioral techniques, and ideas in business practice modeling. By improving these, the organization could definitely grow to create an ever-evolving place.
The above pertains to the strategic ED (Employee Development) and OD (Organizational Development) process. However, OD focuses on a specific way limited to choosing particular standards as a whole. Conversely, ED is intended to develop individual skills specific to an area that would help the entire business grow.
The ED and OD process is inversely proportional to each other and involves a little peril to Money, Time, and Employees, of course.
Learning new skills costs money. Training should be effective but time-bound, hence less time for productivity. Lastly, employees trained have added value to any company where their skill sets are most valued. The major challenge is to keep them improved because the retention of highly skilled employees keeps the show running; if meddled with, they can cause a loss to the business.