This is the fourth part of a series of posts on the mistakes organizations make in strategic planning. In previous posts, I have explored a number of mistakes that organizations make. These include plans that:
Not Allocating Enough time
Some organizations make their process and plan too complicated. While others go in the other direction by under estimating what is needed for a strong planning process. They do not allow enough time and do not allocate enough resources to support the process. This can lead to a rushed process that results in a superficial analysis. This often ends up with business as usual – even if there is a grand vision – because there was not sufficient thought put into the implications of the plan.
Not really wanting to change
Rushing the process can also be a symptom of the most fundamental reason a planning process will fail – not really wanting to change. If influential stakeholders do not really want to make the changes that some are advocating for in the organization. Or if they are not willing to make hard choices, the plan will likely fail.
Are the stakeholders are truly bought in to the new vision? Or alternatively – people want change and yet are not willing to do the things that would get them there. The desire is not enough. It is like saying, “we want to be innovative, we just don’t want to do anything new.” There may be lip service to change but underneath the commitment is not there.
Often times people bemoan ‘resistance,’ demonizing the people they label as resisters. There is often talk of how to overcome resistance. A better approach is to investigate what is motivating the resistance. Approach those who are working against or just not working towards the envisioned changes and talk with them. Learn about what is going on with them – what are their fears and hopes? There often are good reasons for their resistance and addressing their concerns can strengthen the plan. There may be more common ground than you realize.
So what will increase your likelihood for success?
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