One of the most common factors that leads to disappointing results in the organizations Strategic Planning initiative is when they are executed as an “annual event” and not an ongoing business critical process that get updated and refined year over year. Following is a short list of concerns and recommendation for your consideration:
1. The Strategic planning process is executed as more of a sprint than a marathon. Lots of up front energy and inspiring thought-provoking ideas of what could be followed by vaguely worded action items and off the organization goes running fast and hard. Soon the demands of the daily business take precedence and strategic plan initiatives fizzle out. As soon as the plan goes off track momentum is lost and initiatives die.
My approach is to define success and then backwards engineer the plan to build a road map.
Ambition becomes Accomplishment when adequate time and resources are invested along with disciplined planning and follow-up. Strategy without a defined execution plan is a no go. Spend the time to fully define who, what, how, where and when. Using Smart Goals is good way to ensure there is enough manageable detail to reasonablyexpect success. A common flaw is committing to do too much, too fast. By spreading the initiatives over a realist timeline you will only commit to what can be realistically accomplished.
2. The Strategic Planning process focus is mostly on crafting the strategy, which is the inspiring and the creative side of the process. The Execution Plan, which is the way to turn the vision into reality, is where the advancement begins to become real. Organizations typically gather under prepared senior employees to an offsite location for a multi day meeting to do “Strategic Planning”. At every break they get on their cell phones back to the business and remain immersed in the details back at the office. The message here is the initiative is a disruption to their ongoing “real priority”.
Senior leadership has to inspire and provide real purpose to harness the energy and creativity of their organization leaders to commitment to the plan. This requires that the plan becomes a major part of their jobs and not an additional commitment on top over their existing demands. No one has an extra 20+ hours to assume more responsibility as they are already maxed out. These new commitments must be prioritized and replace something they are already doing. Hard choices must be made.
3. The strategy must be real and urgent. Well meaning strategies that are more fluff and lack substance have low buy-in and little chance of success. They may be real goals / needs but lack the detail and defined roadmap to success needed.
I have seen great visions evaporate because they lacked both clarity and definition. Taking the time to ensure the vision becomes a realizable initiative is essential to gain buy-in and commitment.