Strategic planning in the short term

Many designers still consider "strategic" as a synonym for "long term". Executives enjoy a long-term strategic planning, because it's usually pure fantasy. Consultants love to take long practice of long-term planning because they make everyone feel good. Yet in the long planning horizons are the main cause of visions and strategies that are too motherhood to run properly. According to Peter Wright of the Planning Group "when we take executive teams through an exercise to create a practical vision 2-3 years, are visibly uncomfortable. If you commit to a vision of society is only 8-12 quarters away, the real plans and its must be in place within a few months just to be on track. "

This sense of urgency is the best reason to keep a short planning horizons. Bridging the gap between strategy and execution is difficult, and a vision that is practical and convincing is the best foundation. A vision must guide the articulation of the top priorities of the company, its "strategic imperatives", as well as a solid plan on how to implement these priorities. Without a short, practical vision, turning strategy into action is almost impossible.

There is an important caveat: strategic planning, in particular the vision statements should never have a horizon that is too short. A vision for an organization that is only 12 months apart, for example, is probably unrealistic, and can cause feelings of despair. This can be just as damaging to the execution of success as a vision that is too long.

There is a place for a very high level, the longer-term strategic vision for your company, but let's be a substitute for a practical vision and a strategy that will be the drivers of real action. Keep your planning horizon of 2-3 years to create business plans that are practical, exciting, and stand a fighting chance of execution....