by Ms. Marnie Bloom
McKinney Consulting, Inc.

"Strategic Planning" – two words typically said with a great deal of disdain and rolling of eyes. For many, it’s a necessary evil that inflicts companies of all sizes. And nowadays, it is considered de rigueur by senior management in both private and public companies around the globe, so most employees find themselves brought into some level of the process. Most people feel the purpose is just to get it done, versus finding value in the process and result. Nonetheless, it is a very valuable practice. So to assist both managers and employees from falling into the "rolling of eyes" mode, I’d like to present some common myths that many face when discussing this important management tool.

What is it? Strategic planning typically includes the vision, mission, goals and objectives, and initiatives for an organization over a three to seven year period. While the vision and mission typically remain constant, the true essence of the long-term strategic plan is found in the goals and objectives, and then executed through initiatives.

Why is it important? If done correctly, strategic planning provides the competitive edge for the organization. The process also creates a cohesive work group that understands and works towards achieving the ultimate corporate objectives.

Why problems are faced in developing a strategic plan? There are a lot of reasons that companies are not successful in developing their strategic plans. Primarily, the people involved have a number of misconceptions regarding what and how to plan. Many organizations have fallen victim to the following myths regarding strategic planning:

1. Do not have time for strategic planning

There is never time to do it right, but always time to do it over…Actually, there is not a better way for people to spend their time. It is very difficult to set time aside to develop a long-term plan. It requires many senior people (and junior people) who need to dedicate days or even weeks to this initiative. Executives are typically needed to be on-site and visible every day to make decisions, solve problems, and react. If an organization puts time in the front-end to develop its vision, mission, and plan, all corporate decisions should be weighed against that model. It provides a framework for all decisions at all levels. It also provides an understanding organization-wide of what you want achieve. By having a good strategic plan in place, executives can spend less time working on day-to-day issues, instead devoting their time to achieving and sustaining a competitive advantage.

2. It Costs Too Much

The cost of not doing it is much greater. Every decision needs to be re-examined and you run the risk of every group running in a different direction, or changing the approach when it suits their needs. People then spend their time sitting in meetings reacting instead of moving forward to achieve the organization’s goals.

3. The Consultants Can Do It

After all, that’s why we pay them the big bucks. However, consultants cannot and should not own (design, develop, and implement) the strategic plan. It is easy to have consultants complete the plan and turn it over to management at the end. In most cases, it will be very insightful and skillfully developed. But, the consultants are not the ones who really know the company. They are not accountable for the current operations, and definitely will not have any responsibility for the results of plan. The people in the company who are the company need to "own" the plan. They are ultimately accountable for the bottom line.

4. We Can Do the Plan by Ourselves

Conversely, used correctly, outside resources can provide a tremendous amount of value to the strategic planning process. Consultants can offer a fresh external perspective. They can also provide benchmarks and environmental scanning of the industry. Another valuable role consultants play is to facilitate the strategic planning process. Having an outside facilitator, as well as having the process actually facilitated is critical. The facilitator serves as an objective resource who is invaluable to obtaining information; and defining and implementing a process to pull it all together. Eight to ten senior managers can develop fantastic ideas, but the process of analysis and implementation is greatly expedited when a facilitator is leading them. Search for and hire an external resource based on the expertise they can provide to your organization. Use them for that expertise and never become dependent upon them – they will never leave!

5. The plan will just keep changing.

The purpose of a strategic plan is to create a roadmap for direction and decision making. Yes, aspects of the plan will change, but the vision, mission, and goals should not change very often. Changes should occur at the initiative level, and all initiatives should support the strategic direction. By following this approach, the decision process should be relatively easy, since the framework for all decisions is laid out in the plan. An organization can still be nimble, but never lose sight of what it is trying to achieve. Only if a major opportunity or competitive threat is identified that had not been considered may it then be a good time to look at the strategic plan.

6. We’ve tried this before, and no one will follow it anyway.

Most organizations do spend a lot of time, effort, and money on strategic planning only to then have a nice binder sitting on the shelf. The strategic plan needs to be integrated into the day-to-day work environment. All initiatives need to be ultimately tied to the company’s vision and mission. This integration needs to begin with the interview process. Candidates need to demonstrate how they can help an organization achieve its goals and objectives. Performance measurements then need to be tied directly to the success of the plan.

7. It’s just a lot of MBA mumbo jumbo.

Yes, it is if it is not applied to the actual work environment. As stated earlier, the plan needs to be integrated into all jobs. The strategic plan needs to be communicated in terms that the employees understand. Every employee in the organization needs to clearly understand his/her roles and responsibilities, and how their job contributes to the achievement of the company’s goals and objectives.

8. We’ve come this far without a strategic plan.

In most cases, this is pure luck. If an organization has an outstanding leader, he/she often has a vision and can motivate their team through their own passion and rhetoric. However, the success is usually tied to only a handful of people at the top. When even one of these leaders leaves, there is typically a significant void, with a lot of floundering and wasted time. The strategic plan guides an organization to develop a competitive advantage that is sustainable. A company with a plan in place is also poised to quickly react to changes in the marketplace.

9. What if I don’t like the results?

If you include the right resources in development of the plan, you have to like the results. Remember, it is your plan. You and your team developed it. It is where you want and need to be. You "own" the results and the responsibilities that accompany those results.

Although not easy, strategic planning can make or break an organization. Don’t fall victim to these myths. Own and implement the plan. The rest will take care of itself. Good luck!