You're developing a strategic plan. What are the most common pitfalls to avoid?

Planning for the sake of planning, just to check a box of "things an organization should do" Feeling obligated without a clear plan for how the plan will be executed, how it will be measured, what success looks like and how it will be achieved is really a waste of an organization's valuable time. Also, just taking last year's plan and changing the dates is also a red flag for me.

Lack of clarity cause lack of direction and vision, which hinder implementation and accountability. Further more it can lead to unclear engagement with stakeholders which can cause misunderstanding and resistance to change. Funding if not appropriately allocated or available lead to delays to achieve the target which can cause issue in resource allocation and hence strategic objectives are not achieved

A clear intent and purpose, or desired outcome must be provided by the senior leader, and re-communicated concisely, with accuracy, and precision throughout the planning process. With this bold, simple, and authentic purpose, the planners and the planning will be inspired and well informed. Without it, successful planning cannot occur.

Los 3 errores a evitar serían 1 La miopía Gerencial - Que el planeamiento solo contemple un enfoque del equipo de dirección y no incluya las opiniones del equipo operativo y táctico. 2 La inviabilidad operativa - Muchos planes son idealistas, inviables en su implementación y solo se quedan en el documento digital. 3 Carencia de un buen diagnóstico - definitivamente no tener en cuenta las fortalezas y debilidades de la empresa puede llevarnos a realizar planes irreales que no tengan sustento técnico.

Al desarrollar un plan estratégico, es crucial evitar errores comunes como la falta de claridad en los objetivos, la ausencia de un análisis exhaustivo del entorno competitivo, la falta de alineación con los recursos disponibles y la incapacidad para adaptarse a cambios en el mercado. Otros errores incluyen la falta de involucramiento de partes interesadas clave, la falta de seguimiento y evaluación periódica del progreso, así como la rigidez en la implementación del plan sin espacio para la innovación y la flexibilidad. Evitar estos errores garantiza que el plan estratégico sea efectivo y capaz de guiar a la organización hacia el éxito a largo plazo.

La diferencia entre un sue?o y una meta es el nivel de viabilidad en su cumplimiento, parte de esa viabilidad depende de tener una buena hoja de ruta para alcanzarla y la otra parte que las metas sean realistas, si estas dos condiciones no se cumplen estaríamos frente a un sue?o.

A shared common understanding of the ultimate goal and the planning process is critically important for the team. We call this alignment. When each member of the team - leadership, management, stakeholders, partners - understands the vision, knows how and why what they do is essential to achieving that vision, and knows that their leadership has their back, all teams members will advance mutual respect and build trust. A strategic planning team that shares trust can achieve limitless goals.

In my experience, a significant key to a successful strategic plan, is communication. It’s vital to build a communication strategy as part of the implementation of the plan. These comms need to be widely communicated, consistent, built on the principle of transparency, and with liberal use of the word “change”.

Development and buy-in of an effective strategic plan require involvement of stakeholders at multiple levels of the organization. The approach requires alignment with and buy-in from top executives, together with contributions from those who will be directly and indirectly responsible for achieving the plan at multiple levels of the organization. Include input from external stakeholders (board, clients, partners, etc) wherever possible. Consider a RACI matrix as part of the project management approach to developing the plan, followed by a RACI that supports its implementation.

Maintaining proper involvement in strategic planning is essential to ensuring alignment, acceptance, and success of the developed strategic directions. Here are some notes to ensure proper stakeholders’ involvement: 1. Identify relevant stakeholders, internally and externally. Ex. Team members, management, board members, customers, vendors, suppliers, etc. 2. Develop a comprehensive framework of stakeholders' involvement in the strategic planning process. 3. Establish open and transparent communication channels to communicate the strategic planning process, progress, and decisions made. 4. Develop a mechanism for feedback collection. 5. Ensure commitment to integrate the feedback you collected into the strategic plan where applicable.

Your strategic plan will fail if you don't communicate clearly. Be clear about the goals and objectives so that the stakeholders involved are clear about them. This will avoid confusion and save your plan from falling apart.

Definitivamente, algo que puede llevar al fracaso un plan es la forma como se comunica al equipo, debemos cuidar que las estrategias sean entendibles y entregadas de forma operativa para que las puedan implementar sin contratiempos.

The biggest pitfall is believing this plan once you've developed it. Planning is essential, plans are worthless. (the rest of the message is intentionally left blank)

Don't skip steps in the planning process. Some leaders will be impatient and want to jump forward and start implementing tasks in support of incomplete or unrealized objectives. If you have a short amount of time for strategic planning, that's OK. You can shorten the steps, just don't skip any. The discipline and rigor of the planning process is most important, not the plan itself, which you can and should evolve and modify later as needed.

Subestimar os recursos necessários e n?o acompanhar ou adaptar o plano conforme necessário. é crucial também evitar a rigidez excessiva, permitindo que o plano seja flexível o suficiente para se adaptar a mudan?as no ambiente de negócios. Além disso, é importante garantir que o plano esteja alinhado com a vis?o geral da empresa e que haja uma comunica??o eficaz em toda a organiza??o sobre os objetivos e estratégias do plano.