No strategic plan plays out exactly to script. As a strategic planning facilitator, I observed that more frequent progress reviews increased accountability and keep the plan flexible. We overcame this barrier by:
Frequently review progress and how the market is changing
Keep the strategic plan at a high level, with flexibility for implementation of the details and some reserve funds
Increase you contact with vendors and customers as the plan rolls out
Track the details of cross-functional work, not within departments. Let the department heads manage their teams
Make sure you have the right people involved -those with something in it for them
Part of the plan includes several 'what if' contingencies
Set the review cycle to give time for actions to take effect but not too long miss a market opportunity
Give the key players the 'right' to reconvene the team if they see something that must be addressed
The bar length indicates the most likely method for success.
*Lessons learned from over 800 experienced executives on the
strategic planning process and their advice on best practice.
The longer the bar length the more likely the success.
