What do you do if your strategic planning process lacks logical reasoning?

Logic is a science. But most of managers and experts don’t know the genraly logic. Therefore at first you must learn lagic science.

We usually make number of assumptions based on strategic plan & with an end in mind. Strategic planning requires cultivating proper understanding of the objectives & the role to achieve what you be. We also initiate a process of check & balance , in some cases a specific review teams created to define the goals & that these goals are achievable. One of the things that I like to apply a change management strategy a cross all plans.

In my experience, the initial step is conducting a comprehensive assessment of your current strategic planning process. Scrutinize the rationale behind each aspect of your strategy. Evaluate whether your goals are grounded in assumptions or factual analysis. Determine if there's a coherent link between your objectives and the tactics selected to attain them. If you identify gaps in logic or areas lacking fully articulated reasoning, document these observations. This forms the groundwork for restructuring your strategy to enhance its logic and effectiveness.

Gap assessment helf to find out why the process lacking the clear reasons and actions could be derived. And then team engagement is very important factor to acts and find out the best way to deliver as forecasted.

Strategic management and operations management are integrated together. all the person in a organization are manager and expert . So every person must have things estrategic and operation together.

In my experience, engaging with your teams can offer valuable insights into potential shortcomings in your strategic planning. Foster an environment of open dialogue where questioning the status quo is encouraged. Team members, being closer to daily operations, often possess a clearer perspective on practicality. Utilize their feedback to pinpoint areas of your strategy lacking logical foundations and to brainstorm more rational approaches.

Magic takes place when we embrace a transparent and inspirational leadership style that centers on motivating, empowering, and recognizing team members to reach their utmost potential and excel. It involves leading through personal example, articulating a compelling vision, and nurturing a collective sense of purpose and enthusiasm within the team. When a strategy is transformed into a clear mission, and when staff fully understand and embrace this mission, it fosters loyal followership. A proven fact about engaging in the early stage is that it significantly increases the likelihood of success.

I strongly believe in engaging with all stakeholders in strategic planning - brainstorming together and creating a safe space for constructive feedback within the team. Strategies formulated solely at the management level, in silos, may lack real-time market conditions. As the current market dynamics are changing so quickly it is important to consider the teams directly working with customers. Also, having a long-term and short-term planning as we go could be beneficial

Engaging teams is a crucial part of refining your strategic planning. Encourage open discussions and create an environment where questioning the status quo is welcomed. Team members, being closer to day-to-day operations, often have practical insights. Their feedback can help identify parts of your strategy that lack logical reasoning and can aid in brainstorming more rational approaches. Remember, a strategy is only as strong as its execution, and your team plays a key role in that.

In order to structure the conversation, and create logical continuity from Strat to tactics I suggest to use models such as Hoshin Kanri (Strategy Deployment) or OKR (Objectives and Key Results). Scenario planning can also be useful to compare strategic alternatives.

Muitas vezes os liderados seguem o planejamento estratégico, simplesmente porque alguém falou para fazer/seguir, poucos raciocinam do porquê, pois entendem que atrás da estratégia apresentada, alguém ou alguma equipe já investiu um tempo considerável para planejá-la, procuro instigar a minha equipe a entender como chegamos a determinada estratégia, levando em considera??o capacita??o, custos e spreads, para que o raciocínio passe a ser deles também, pois dessa forma, entendendo o processo todo, nas negocia??es eles pensar?o mais no resultado final a ser atingido pela estratégia que est?o seguindo, isto com certeza gerará resultados maiores, mais consistentes e maior a satisfa??o do cliente.

One of the things I share with Board and Staff members is that the Strategic Plan didn't come down off the mountain on graven tablets. It isn't permanent or infallible, in other words. The most important part of a good Strategic Plan is that it gives the organization a solid idea of its priorities, and offers guidance as to where to invest time, talent, and treasure. If those priorities change, then the Plan has to adapt, too! Starting with Mission/Vision, and then thoroughly evaluating the landscape, the group can adapt its focus on more relevant strategic issues and implement tactics that will advance the organization in those areas. Failing to adapt during a Strategic Plan is planning to fail, in my book.

The strategy is not solid in real life implementation. The market is dynamic and the the set strategy should always be revised and adapted to match the market changes. The goal however should not be changed.

Based on my experience, first the internal and external factors effecting the organization should be reviewed again, and then the objectives should be reviewed if needed, and then re-planning should be done in order to achieve the objectives. In some way, the process of strategic planning should be done again. If internal and external conditions and targets do not need to be revised, re-establishing a logical connection between objectives and strategies by holding meetings with cross functional teams can be a suitable solution.

One time the manager said "Planning without execution is a waste of time", so the most successful strategy is the simple one. And in strategy following up the need to make re-assessment of business goals and linkage with tactics and identify the gaps. Then re-looking of company objectives and reshaping as "SMART" to be specific, measurable, achievable, reliable and time attainable. So strategic thinking should be aligned with strategic planning and execution.

One of my former bosses always said, "Planning on paper means nothing if you cannot run a successful operation." A key part of any strategy lies in its implementation. This involves setting the right end goals and ensuring stakeholder involvement with proper accountability.

During my tenure with a large multinational corporation, we adopted the Change Acceleration Process (CAP), a widely recognized structured framework for quickly implementing change in any organization. A crucial aspect of driving change is assessing Change Effectiveness. The model comprises seven steps for transitioning from the current state, the transition state, to the desired improved state, facilitating a smooth and efficient change process.

Strategic planning process is dependent on various factors. Set of data ?? is one of the important factors which brings in logical reasoning to any planning process. These datasets needs to be cross-verified from alternative sources (sales intelligence, Surveys reports, Analysis of companies working in same sectors, Apex bodies working in the sector , government reports on the sectors etc.) on comparative basis at macro as well to micro level to ensure authenticity of the dataset. If we can find policy decisions to back these macro data then it helps more in connecting the dots. One should avoid data manipulation and focus on logical analysis to get better results out of strategic process planning

Once the strategy has been revised, it’s time to implement the changes. This involves communicating the new strategy across the organization, allocating resources, and assigning responsibilities. It’s important to ensure that everyone understands their role in the strategy and how their work contributes to the overall objectives. Leadership should provide guidance and support to ensure that the changes are implemented smoothly and efficiently across the organization.

Let’s talk about the importance of monitoring progress. Start by setting clear, measurable objectives tied directly to your strategy. Regularly review these goals, assessing performance data and feedback to ensure your actions align with your intended outcomes. This approach grounds your strategy in logic as well as fosters a culture of adaptability, allowing you to course-correct based on evidence rather than conjecture. Strategy is a dynamic process, benefiting from continuous reflection and refinement. Monitoring progress with a critical eye ensures your strategy remains effective and relevant.

Monitoring progress is it is crucial, however, it is often where the momentum can start to falter. Many organizations fall into the trap of treating the strategic plan as a one-time exercise, putting it on the shelf once it’s created, rather than leveraging it as the dynamic tool it’s meant to be.

Lastly, it is important to monitor the progress of the changes implemented. This could involve proactively tracking key performance indicators, conducting regular reviews of the strategic plan, taking employee and customer feedback, and making adjustments as needed to ensure the company stays on track towards its goals. Strategic Management tools like Balanced Scorecard help with tracking performance objectives. LinkedIn Navigator is a good tool for prospecting insights and engaging out to strong leads. CRM tools like Salesforce help with activity and relationship management.

Los KPi son imprescindibles para saber si vamos o no por el buen camino, pero a veces corremos el riesgo de que sean demasiados. Con 5 o 6 son suficientes para realizar un cuadro de mando que nos indique si vamos bien o no

Setting KPIs is crucial to motivate and monitor departmental progress towards those objectives to influence all the departments to stick to the main strategic objectives identified.

The healthcare landscape is in a constant state of flux: new technologies emerge, regulations change, patient needs evolve. That's why I firmly believe rigid strategic plans are bound to fail at some point. Regular adjustments are a necessity, but these adjustments must be rooted in data and observation, not just guesswork. Whether it's through patient feedback surveys, monitoring internal processes, or keeping an eye on broader healthcare trends, we need to stay connected to what's happening, ready to revise and adapt. This approach balances having a clear direction with the agility needed to respond to evolving needs.

If your strategic planning process lacks logical reasoning, it's important to address this issue to ensure the effectiveness and success of your business strategy. You can apply the following: 1. Identify the Root Cause: Analyze why logical reasoning is lacking in your strategic planning process. Is it due to inadequate data analysis, biased decision-making, lack of expertise, or unclear objectives? 2. Educate your team on critical thinking techniques, decision-making frameworks, and logical problem-solving methods. 3. Diversify Perspectives: Encourage diverse viewpoints during the strategic planning process. Involve individuals from various departments, backgrounds, and expertise levels to bring different insights to the table.

We have found that if you are constantly revising and changing your strategy it probably means you don't yet have the right strategy.

El punto 5 y 6 van de la mano. Tiene sentido monitorear si, y solo si, estamos dispuestos a realizar luego los ajustes necesarios para reencauzar el plan o para adaptarlo a los cambios del entorno. Necesitamos chequear que no nos estamos desviando de nuestras metas, pero si eso ocurriera (que lamentablemente es más común de lo que nos gustaría aceptar) debemos realizar los ajustes necesarios que nos regresen al camino definido. Pero si nos damos cuenta de que los objetivos propuestos ya no sirven, también debemos estar disponibles para realizar el giro de timón suficiente como para no llevar nuestro barco a pique.

The iterative cycle of strategic planning, as highlighted in the article, is a fundamental practice that aligns well with current best practices in finance. The ability to nimbly adjust to new information and changing market conditions is a critical component of sustainable success and competitive advantage in today's business landscape.

Planning in our mind or in the boardroom becomes impractical or illogical during implementation. Would like to cite one example from our experience at KovaiBSF. Waste collection and processing using BSFL is the strategy and we narrowed it down to tonnage to be processed based on machine capacity, transport time, labour, pre processing step etc., But only we do it practically we understood we are sitting at an imaginary figure on tons that can be processed. Hence, most of the time, thinking well in advance is hard, having an experience hand in the team and seeking their inputs or doing a pilot operation will help to some extent. So, if the planning is not working practically, then revise the plan working with the team at ground level.

When logical reasoning is lacking in your strategic planning process, it doesn’t mean your strategy is wrong. What it may mean is that you are yet to connect the dots that bring your plan to fruition. Connecting the dots in this context has to do with team alignment. Teams are aligned when the following is done; - Establish a common goal(s) and team objectives that are tied to achieving that goal. - Carry out feasibility analysis to ensure your goals are achievable. - Clearly define roles of team members in achieving these goals - Encourage open communication and collaboration among teams - Give room for feedback - Constantly review the process with team members at different stages and make adjustments when and where necessary.

In my experience doing same things every time will not improve the process, So, understanding what logic is and what activities in the process are illogically ordered or inappropriate/ineffective will help improve/modify the planning process itself, and this will result a more effective plan and higher efficiency implementation.

In my experience, incorporating design thinking processes, visual tools like mind maps, and leveraging analogies or metaphors has proven effective. By infusing creativity and unconventional methods into the strategic planning process, fresh perspectives are inspired, and innovative solutions are unlocked to address challenges effectively.