Strategic Planning

Organisations tend to struggle with three common problems when it comes to the identification, definition and selection of strategic programs.

Ensuring that the programs that are being investing into have strategic impact.

Surprisingly, programs are often selected because the sponsor has considerable clout and/or the promise of the program is associated to an emotionally charged topic. Reasons that support the decision are retrospectively gathered and the program is selected yielding limited strategic gains but demonstrating little material gain.

Aligning teams so that they are able to commit to large strategic programs while still ensuring they maintain sufficient autonomy and fluidity to meet their own mandates.

Although we design our teams to run as autonomously as possible, it is and will always be essential that they are still able to align on delivering large strategic programs when needed. Although the concept is simple, considering and subsequently aligning dependencies are frequently not considered.

Balancing the need for stability with the need for flexibility. While it is important to be able to respond to change, it is also important to deliver results.

Too often organisations end up in a steady churn of pursuing new initiatives, either by necessity or, more often than not, by a lack of commitment and/or a weak decision making process that ultimately doesn't identify what is worth committing to in the first place.

Unpredictable cadence of activities that makes planning chaotic.

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