Why is it that when a group of managers gets together for a strategic planning session they often emerge with a document that’s devoid of “strategy”, and often not even a plan?
Documents often starts with a “vision” statement, moves on to “strategic themes” (six in all) and culminates in 28 “strategic goals.” The latter is a list of actions interspersed with a sprinkling of desired results, all utterly useless in terms of strategy. It’s more like a dog chasing its tail. As the managing partner of a client law firm recently explained : “Before we adopted your approach we lacked the keys to effective strategic planning. It was seat-of-the-pants stuff. I would spontaneously go about saying how about we do this/how about we do that. I was buried in the enterprise.”
The total article from Graham Kenny published in HBR you find here https://hbr.org/2018/08/6-steps-to-make-your-strategic-plan-really-strategic
Graham Kenny is managing director of Strategic Factors, a Sydney-based consultancy that specializes in strategic planning and performance measurement, and president of Reinvent Australia, an organization that focuses ion the nation’s future development.