So You’ve Finished Your Strategic Plan, Now What?
Every year companies go through the ritualistic planning process. You know the one. It’s comprised of long weekend leadership meetings and tedious reviews of the previous year’s plan. Included in the mix are marathon workshops where arguments unfold about which initiatives to carry over from last year’s unmet plan goals and debates are held to decide which new goals and objectives get added to the plan for the upcoming year. Then everything has to be reconciled against the new year’s financial budget. It is an annual ritual, and once it is complete, there is a huge sense of relief and accomplishment … but is the job really done?
What's Wrong With Your Corporate Planning Process?
Does your corporate planning process consistently deliver the outcomes you expect or has strategic planning been devalued (literally or figuratively) within your organization due to its declining efficacy?
Corporate planning in today’s rapidly-changing and uncertain business environment requires a process that empowers organizations to achieve operational excellence on a day-to-day basis while also planning for the future. If your corporate planning process has lost its luster, consider what may be wrong.
The 2010 Twelve-step Checklist to Help You Evaluate Your Strategic Business Planning Process
Have you given much consideration to the possibility that your strategic and operational plans may be far less effective than they could be? How would you begin to measure the effectiveness of your current plan? This article should help you to objectively evaluate your own process and self-diagnosis potential issues that may exist in your organization's current planning world. As you read this article, answer along as we ask the questions to help you honestly evaluate your current business planning process.
The CEO Conundrum – Balancing Strategic and Tactical Responsibilities
We call it the CEO conundrum. Corporate executive officers strike a delicate balance between business visionary, big-deal closer and operations manager. The challenges now facing CEOs is certainly changing and becoming far more difficult to pull-off successfully. The New Year has ushered the global business community into a new decade full of promise and teeming with opportunity, yet still fraught with perilous economic challenges and ever increasing regulatory complexities. It is no longer enough to have a sound strategy. CEOs must shape their companies to be highly agile, run lean, and have highly empowered employees at all levels of the organization. This article defines the CEO conundrum, explores the opportunity it provides us and offers three pieces of advice that CEO’s will want to read.
