10 Ways of Failing at Strategic Planning

We all know how important Strategic Planning is to the future success of any business. So why do so many companies fail at creating a good plan and assuring a successful implementation?  Here are some of the main reasons they fail.

1.    The CEO is not committed to the process

a.    If the CEO is not committed to the plan, how can you expect management to be committed to it? Lack of full commitment gets the process off to a bad start, one that is destined to get worse.

2.    The plan is not created collaboratively

a.    When management and staff are told “this is it, now get going,” no one will take ownership of the plan.

b.    Without as many people as possible / practicable involved in the creation of the plan, the staff won’t take it seriously because it won’t be relevant to them.

3.    The CEO fails to make sure the right people are responsible for implementation of the plan 

a.    If you don’t have the right managers in the right positions, success will be very elusive.  Otherwise, you are depending on luck when hard skills are required

4.    The CEO does not oversee / manage the process

a.    Without oversight from the top, managers will resort to processes that are familiar to them, whether or not they are in tune with the new plan.

b.    The plan soon becomes a vague notion of its original form.

5.    No metrics, or poor metrics, are created so that progress, or the lack of same, cannot be measured properly 

a.    Your managers will not be informed of what they doing well, nor where they are deficient.

b.    Without tangible evidence, your people will feel as if they are running in place, and thus, never win the race. 

6.    A lack of communication from top down and down up

a.    Without two-way communication, the plan ceases to be a plan, and instead becomes an announcement.

7.    Don’t review and / or update your plan on a regular basis

a.    Continuing to implement an old plan in a changing business landscape will ensure that new customers, with new needs, will not bother with you.

b.    It also means that your innovative and visionary employees will be seeking jobs elsewhere.

8.    Don’t share the rewards of a successful plan with your employees.

a.    If you think they should simply be happy to have jobs, then you will have a team of people looking to do the minimum required to get paid.

9.    Don’t delegate responsibility

a.    When the CEO tries to do everything himself / herself, it undermines the morale of the managers. This weakens the entire organization.  

10. Don’t hold people accountable

a.    If you don’t hold your people accountable for executing the plan, then when it fails, the plan gets the blame.

b.    Non-performers keep their jobs and continue to non-perform, and the plan gets kicked to the curb.

Now, if you do exactly the opposite of what is listed above, your chances of creating and implementing a successful strategic plan are much improved.           

The CEO must be involved in the process of the plan’s implementation. Working with the managers for mutual success is an essential part of the whole process.  Successful businesses cannot operate in a vacuum.  Communication has to be a two-way street.  All members of the team must be informed of their progress. The more communication, the better for everyone. But communicate the important stuff; don’t inundate your team with info that they can’t use.

Remember that a strategic plan is a living, breathing document. The world changes, and so should your plan.  An annual plan review, at minimum, is necessary.  Quarterly would be better!

Monetary rewards and teamwork are the essence of a successful plan. Your people should be rewarded for a good job, but with the full understanding that not meeting the goals means not receiving rewards.

Finally, once a plan is created, communicated, and implemented, you must let your managers manage.  Don’t worry, there are plenty of other things for the CEO to do!

Business Strategy: How to Get There from Here

Business strategy is a substantial element to any – or shall I say, every - organization.  And as your business gets larger, the strategy becomes more and more important.  From even the smallest business, it all starts with a vision of your company.  As a small business owner, you have your own goals and objective.  You form a strategy in your mind, whether you realize it or not. Even from a bodega, a little mom & pop convenience store somewhere, or a gas station, all the way up to the huge, multi-national businesses of today, such as technology, distribution, manufacturing, food service, restaurants.  Everything starts with the owner’s vision, and a strategy on how to get there.

For example, restaurants owners typically have great visions of their company and the image that they want to project.  This applies to the ambiance of the room, the atmosphere, training of their staff, the product that they put out.  It’s all in the owner’s mind.  And then he’s got to execute this thing, which is the really fun part (depending on how you define “fun”).

The thing to remember when you’re thinking of business strategy is that, number one, everything comes from the owner of the company.  That vision is what the company should be, what he or she wants the company to be, going forward.  That direction comes from the top. The commitment.  The vision.  The goals and objectives.  All of that has to be communicated from the owner, through his top managers.  

And the top managers have to buy into that, because from here on, it’s a collaborative effort strategy.  Owners get to set the vision, but you have to create your strategy amongst all of your people.  You just can’t sit down and pull a strategy out of your hat and say, “Okay boys, girls, this is it.  Go do it.”  They're not going to embrace it, no matter how good a strategy it may be. 

You have to be inclusive; you can’t create it and do it all yourself.  Some people still try to do that, but for the most part, a quarterback can’t do everything alone.  He’s got 10 other men on the field to help him out. He’s also got coaches, training, options.  That old-fashioned notion of a quarterback on one knee drawing out a play in the dirt is just not relevant anymore. 

You have to communicate the vision and communicate what it is that you think has to be done to your top managers. You must articulate what’s in it for them, to get them to buy into it, to put some skin in the game.  They have to be able to have input into the creation of the strategy, so that it’s a buy-in, in a co-creation.

The vision and missions tells everyone who you are, what you are and who you want to be.  You have to stress the communications to all employees, customers/clients and the vendors with whom you do business.

This is all pretty basic stuff, which makes it all the more difficult to execute.  Execution will require the right people in the right positions to make sure the strategy is carried out properly.  Hold those people accountable by creating metrics to measure their progress.  A business strategy is a living thing. It will change as the times change. It is not set in stone. It has to reviewed, tweaked, and updated regularly.

That can be really tough, especially for small and family-owned businesses. Well, in the family-owned business, you know you’ve got to stop arguing long enough to figure out a strategy. “And dammit, we’ll do it this way, ‘cause I’m the Daddy and I say we’re going to do it this way!”  Seriously, that's how many of these businesses are run.

That may not be the best way to run the organization, but it could be worse. When the patriarch or the matriarch is taken out of the picture, it becomes very dysfunctional, very quickly.  Everybody starts fighting.  It’s not very pretty. This is why it is crucial to keep the vision of the business at the forefront when creating the business strategy, and to have buy-in on this strategy from all senior management.  Figure this stuff out in advance, with everyone’s agreement, and then you have one less thing to fight about when that time comes.

So, to reiterate…

• CEO is to create the vision and oversee execution
• Create strategy plan collaboratively with top management, so there is buy-in
• Have the correct people in the right positions to execute, and hold them accountable
• Communicate up, down and sideways, and do so frequently

If the business strategy is born out of a solid vision, and holds true to that vision, it makes the execution of day-to-day business much clearer to the staff, and creates trust in the eyes of customers and vendors.