At the risk of causing shudders among many a leader and consultant, I am not a big believer in strategic plans. In our organization, we use a strategic framework. That might sound like semantics to some, but I don’t see it that way and here is why: One dictates step-by-step actions (how), the other guides decision-making in a specific direction (where). And in today’s fluid, fast-changing environments, pre-ordained actions (how) may be rendered outdated, inappropriate or impossible before the ink is even dry on the plan — regardless of how long one spent creating it in the first place.
Dwight Eisenhower once noted that, “In preparing for battle, I have always found plans are useless but planning is indispensable.” I couldn’t agree more. I am a huge proponent of the strategic planning process, just not the definitive plans that often result. Why? Because over-reliance on a specific process can leave those charged with carrying it out unclear on how to proceed when things don’t go according to the plan . . . and things rarely go exactly according to the plan. (What is that saying . . . Man plans and God laughs?)
Is it critical to know the end goal? Absolutely. Is it helpful to have considered a range of possible scenarios? Yep. Is it important to understand the organization’s priorities? Most definitely. In my experience, however, organizations act their way forward rather than plan their way forward. Individuals within the organization make moment-by-moment decisions regarding the path, the actions, that have the greatest likelihood of moving the organization toward the clearly identified end goal. How can one know two years out, or sometimes even two months out, the best decision given a myriad of ever-changing external variables? And yet, if a specific set of expected actions is outlined in an approved multi-year strategic plan (presumably to which staff are being held accountable), how many people will follow the plan rather than exercising their good judgment?
It is not about the plan. It is about understanding what the organization is trying to accomplish, the assets it brings to the table, the barriers it is likely to encounter, and staff members who have both the context and competencies to make decisions that move the organization closer to its ultimate goal. Smart, well-informed leaders monitoring the situation and making adjustments in the moment will do far more to help an organization succeed than the best thinking from a year ago.
Strategic success is about preparation and priorities. It is not about the plan.
Can you expand on this topic? Are there examles to demonstrate the differences between a plan and a strategy?
I’m concerned about a shift I am sensing in a corporate culture due to the implementation of an hr tool called Success Factors. Employees use this to map our and report on their work for performance reviews. Seems like a bunch of strategic plans being put in place.
On Feb 28, 2018 3:55 PM, “Reed About Leadership” wrote:
> Chaddock posted: “At the risk of causing shudders among many a leader and > consultant, I am not a big believer in strategic plans. In our > organization, we use a strategic framework. That might sound like semantics > to some, but I don’t see it that way and here is why: One di” >