How Leaders See Strategy Reviews

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How Leaders See Strategy Reviews
Kroon, Business Consultant, South Africa

Leaders often want to review their strategy annually by looking at vision, mission, values and identify projects to implement their strategy, or building scorecards and strategic maps (theoretical level).
But I get the idea that they do not want to know the truth about competitors, what people really think inside and outside the company and what is actually happening in the US/Europe business world (double dip).
What causes this resistance and how do you overcome this? Are they in a comfort zone or do they lack confidence?

How Leaders See Strategy Reviews
Dr Robin C Hesler, Canada
Then they aren't leading. Strategic planning is all about knowing the truths as best as one can.
If you don't (want to) know the truths then you can't adjust and if you can't adjust the plan is doomed to failure.
The resistance is due to personal agendas and not for the good of the organization. The only way to overcome this is from effective leadership and commitment from the top.

What Founding Leaders do not Realise About Strategic Processes
P.R.RAVINDRAN, Partner, India
Many leaders who also happen to be the founders believe in intuitive thinking that directs them to take strategic decisions.
They do not want to go through the formal motions of mission/vision/competitive analysis/SWOT etc; they really miss a golden opportunity to sit with their team members and accept a free flowing discussion on the strategic process.
While they are very confident about all their successes, what they don't realise is the opportunities they are missing and the threats waiting at their doorsteps. Luck and good luck alone can save them.
In all such situations the professional around these leaders always end up feeling like unwanted children born out wedlock!

Leaders Reaction to Ongoing Strategic Planning
Maggie Golding, HR Consultant, United States
What I see is huge interest when the strategic plan is first created and waning interest in updating environment analysis in the subsequent years. I don't believe that it is an unwillingness to see the truth, but more of a "let's get on with this so that we can get to the "planning" part of strategic planning - status to priorities; missed deliverables, etc. The natural habit is to get to the tactics - so when the annual review comes around, there is a tendency to do a quick review of how things have changed rather than the extensive conversation/analysis that took place when the plan was first created.

How Leaders Perceive Strategic Planning
Merryck Leigh, Business Consultant, United States
Strategy and planning mean very different things to different leaders.
Systems within small companies tend to be less formal, where bigger corporations tend to demand a more formal planning process. Throw in leadership style, personality and culture and you now have a lot of variables. But I have seen small companies that really do effective strategic planning and execution.
In the end it comes back to the business leader's ego and personality. If they feel that they are, or should be, the go-to guy for everything - then they probably feel the plan in their head is just fine. Effectively it is the culture that they create that determines the level of formality, expectations and engagement in the process.
Expediency often dictates priorities - but not in the long term. Waning interest is a sign of a lack of true understanding of the process and the benefits or a lack of effective leadership.
Success is simply where preparation meets opportunity and strategic planning is the surest way to get there.


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