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Features
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Home > Executive Report > Features
There is no perfect strategic plan, and the odds are low of getting it right the first, second, or even third time. The key is to get started, keep it simple in the beginning and improve it with each iteration by leveraging lessons learned.
A simple definition of strategic planning is “a process to determine where an organization is going over a defined period of time and specify how it intends to get there.” Despite the simplicity of that definition, effective strategic planning remains for most organizations a difficult and at times frustratingly elusive process, producing noticeably mixed results. While most strategic planning efforts invariably result in a strategic plan, the vast majority of those documents will fail to be properly communicated, implemented, or even referenced after they are published.
From an organizational standpoint, strategic planning is an evolutionary process and should be part of a continuous management lifecycle. It is important to understand that the real benefit and value of a strategic planning process is in the process, not the final documented plan.
Why and When
Exactly why and when an organization engages in a strategic planning process should be driven by the needs of the organization and its immediate operational environment.
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