Vantage Blog
7 March 2022
7 reasons why strategy planning fails
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Many organisations have started 2022 by reviewing or refining their strategic growth plans. Great to see! After two years of the pandemic many had become stuck focusing on the short term. Understandable, but not a path to sustainable growth
It truly is a time to lift our eyes to the next horizon!
Before kicking off though it is important to be clear on why strategic planning can sometimes fail to achieve what it sets out to tackle.
It truly is a time to lift our eyes to the next horizon!
Before kicking off though it is important to be clear on why strategic planning can sometimes fail to achieve what it sets out to tackle.
In my experience there are 7 key reasons why strategic planning, and implementation, fails.
1. The strategy and plan don't identify or address current issues and challenges such technology or future capability2. The planning process itself is too complex and lacks creativity3. Not setting a clear vision and direction based on a sustainable competitive advantage4. Leaders failing to make real choices about where to compete, including deciding which sectors and customers to focus on, and product or services to promote or demote5. The setting of unrealistic goals or assigning accountability for delivery6. Not having a fit for purpose operating rhythm that truly supports implementation, and7. Having a set and forget mindset - done once every year and then left on the shelf
Key to success though is determining where to focus. Time is short, and opportunities for growth abound, so deciding where to start is key.
To help identify where you need to focus to improve your strategic planning process and implementation approach we have developed an online diagnostic.
It takes about 5 minutes to complete - click here to access
James AtkinsVantage Strategy
1. The strategy and plan don't identify or address current issues and challenges such technology or future capability2. The planning process itself is too complex and lacks creativity3. Not setting a clear vision and direction based on a sustainable competitive advantage4. Leaders failing to make real choices about where to compete, including deciding which sectors and customers to focus on, and product or services to promote or demote5. The setting of unrealistic goals or assigning accountability for delivery6. Not having a fit for purpose operating rhythm that truly supports implementation, and7. Having a set and forget mindset - done once every year and then left on the shelf
Key to success though is determining where to focus. Time is short, and opportunities for growth abound, so deciding where to start is key.
To help identify where you need to focus to improve your strategic planning process and implementation approach we have developed an online diagnostic.
It takes about 5 minutes to complete - click here to access
James AtkinsVantage Strategy