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Why Does Strategic Planning So Seldom Result in…a Strategy?

Having been involved in strategic planning over my corporate career, I thought it pretty standard that the purpose of strategy development was to come up with a “strategic plan”. A document that dutifully incorporated a vision and mission, that laid out the numerical aspirations for revenue growth or gross margin, that identified the sources of new revenue or margins improvements and then, once beautifully edited and designed, made its way onto the managing director’s shelf…never to be seen again.

It certainly wasn’t lost on those of us on the management team that creating a plan for attaining an uncertain future in an uncertain environment was “challenging” and required a leap of faith in our ability to foresee the future. Nonetheless, it was the thing that management teams did to provide good governance and strong leadership, so we conformed to this traditional thinking. We lifted the bar by presenting this carefully crafted plan to our senior leadership in a clear and polished manner to show them that their management team had its hands firmly on the reins – we could see the future and it was clearly in our strategic sights. What we didn’t do was make a difference…

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