Short term Strategic Planning

Many planners consider "strategic" to be synonymous with "long-term". Executives enjoy long-term interest rate strategic planning because it's pure fantasy. Consultants like to do long term planning exercises since make everyone feel extraordinary. Yet long planning horizons are the root of visions and strategies that are too motherhood to visit successfully executed. According to Peter Wright of your Planning Group "when you actually take executive teams through an exercise to have a 2-3 year practical vision, they are visibly harassed. If they commit with the vision of the your organization only 8-12 quarters from increasing, real plans will will need underway within a few months so that they are on track. "

This sense of urgency what if your reason to keep entertaining the idea of horizons short. Bridging the gap between strategy and execution is hard, and a vision that is both practical and compelling what if your foundation. A vision should drive the articulation of an organization's most crucial things, its "strategic imperatives", rrncluding a solid plan for how to make easy achieve those priorities. Without the need for that short, practical mission, turning strategy into action is almost impossible.

There is this sort important caveat: strategic it will eventually, in particular vision statements shouldn't have a horizon that is too short. A vision for an organization measuring only 12 months away, among others, is likely unrealistic, and can cause a feeling of hopelessness. This can be because damaging to successful execution similar to a vision that is a long time.

There is a place for an expensive level, longer term strategic vision for ones firm, but don't let it be an alternative to a practical vision and strategy that will be the drivers of real action. Keep your business implementing horizon between 2-3 years to get it plans that are practical, compelling, and stand a fighting odds of execution.

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