What are the common pitfalls in the strategic planning process and how do you avoid them?

“If a man knows not to which port he sails, no wind is favorable.” - Seneca the Younger So many "vision statements" fall short because they focus on actions not a desired state. The vision of any organization (or individual btw) is the end result if all of the underlying mission objectives, which align with company values, are met. That's why it is harder then most admit to come up with a vision. My advice is always the same. Start with answering the following: 1. What problem are you trying to solve? 2. Why do you want to solve it? 3. Why are you (or your organization) the best solution? 4. What would the community or world look like if you succeed? These questions are a catalyst to a foundational vision.

Cualquier nave sin un destino fijo navega a la deriva, de igual forma una empresa sin un Propósito y Visión a largo plazo, difícilmente podrá determinar un mapa de ruta estratégico. Por ejemplo Espa?a antes de ganar un mundial tuvo que desarrollar jóvenes y lograr campeonatos en categorías infantiles, primero llego el oro olímpico y después la copa del mundo. De igual manera, la empresa requiere un programa que defina los perfiles de puestos y los planes de carrera del personal para lograr, así como un plan de desarrollo tecnológico que le permita llegar a sus metas.

Culture is a result of processes and KPIs implemented at scale. When making a change to strategy we need to address processes and KPIs to establish the right behaviors and ultimately create the right culture to execute the strategy .

La cultura en el trabajo tiene dos componentes principales a) la que la empresa impulsa, b) la suma de las actitudes y hábitos del personal. Es fundamental que si no hay compatibilidad entre los valores que la empresa promueve y los hábitos del personal eso llevara al caos. Pongamos por caso la puntualidad, es difícil lograr que la empresa logre un objetivo de entregas a tiempo, si se permite la llegada tarde, el comenzar las reuniones 10 a 15 minutos por tolerancia, si la empresa requiere sancionar por retardos.

Several initiatives fail because they focus excessively on gathering information while lacking clear decision-making forums and a strong governance process. To avoid this, it is critical to have a clear vision of the ultimate goal and an approved framework. Establish a decision-making process with proper approval dates and deadlines. Involve Subject Matter Experts actively in the process to help generate consensus and ensure informed decisions. Clearly identify the people providing approvals. Provide regular progress updates, emphasizing the cost of not making a decision and the potential risks that may arise due to indecision. Set clear deadlines for decision-making and focus on actionable insights.

Caer en la excesiva recopilación de datos, o bien ya sea implementar el control por el control es quizá el más grande error que se comete en la empresa. En ocasiones se pide tanta información, o se crean modelos tan complejos para establecer o evaluar resultados que se pierde objetividad. Para evitar eso se requiere establecer claramente que es lo que se busca con la planeación estratégica, que datos son relevantes y que factores deben modificarse para orientar el cambio.

Antes de implementar o pedir a las líneas de mando que establezcan objetivos SMART, es muy importante homologar criterios y escalas de evaluación para que haya compatibilidad en los mismos. Es muy común que la dirección de la empresa le pida al staff que implementen estos objetivos en sus áreas de control, lo cual se hace, pero difícilmente se articulan o miden de manera objetiva.

Metas s?o essenciais para qualquer negócio, mas elas devem estar totalmente atrelada aos pilares e cultura da empresa, meta inalcan?áveis tendem a desmotivar e deixar o resultado a quem do que se "espera". Os objetivos devem ser baseados em número e fatos, assim ao definir targets a serem alcan?ados eles ser?o muito mais realistas do que "fantasiosos" ou "ambiciosos", a empresa deve crescer porém no ritmo que ela é capaz

El sue?o de cualquier CEO es el tener una organización flexible, por eso es tan importante una lectura anticipada de mercado y una plantilla de profesionales que puedan articular los cambios de manera acelerada. Si la organización no tiene a los mejores líderes en puestos clave, sino hay rengos de decisión establecidos y una motivación suficiente del personal, nunca se van a poder construir ventajas competitivas.

When stakeholders aren't involved in the planning process, they feel disconnected from the strategy. This can lead to resistance, scepticism, or even outright sabotage. Including diversity is crucial. Frontline employees, customers, and partners often have valuable insights and ideas. Including them in the conversation means gaining critical perspectives and potential innovations. People are more likely to embrace a strategy they've helped shape. When they feel heard and valued, they're more motivated to contribute and go the extra mile. Encourage open communication and feedback at all levels and communicate the strategy through various channels. Keep stakeholders informed about progress, celebrate milestones, and acknowledge challenges.

It’s not enough just to let your people know what’s happening. It’s important that communication includes receiving feedback and suggestions to the ideas being presented. Often those making decisions on behalf of the organization do not have real time experience to validate those decisions.

é como organizar uma festa, um evento, um aniversário ou casamento, talvez a festa de Ano Novo com uma grande família. Uma festa (objetivo) no final do ano (meta, prazo), n?o teremos carne de porco por motivos religiosos (cultura), vamos levantar as restri??es alimentares dos participantes até uma data limite (análise), a festa ocorrerá em um local de fácil acesso e custo aceitável (metas realistas), pensaremos em pratos substitutos se houver alguma falta no mercado dos ingredientes (flexibilidade), vamos avisar com antecedência a todos a data do evento, o traje, informa??es gerais, o prato que cada um será responsável por trazer e até onde comprar (comunica??o). Percebe que há uma lógica nas etapas essenciais para n?o cair em armadilhas?

An example I have seen is the act of not carrying the process users along during the development of the process. They are the ones to carry out the steps to achieve the goal of the process.

This usually includes of overcomplicating the plan, which hinders execution; failing to address current problems, which can derail future objectives; and poor communication, leading to misalignment and slow adoption. To avoid these, simplify your strategy to focus on core objectives, ensure your plan resolves present issues to pave the way for future success, and foster clear, consistent communication for better alignment and quicker implementation. By streamlining the planning process, addressing immediate challenges, and enhancing communication, you can significantly increase the likelihood of your strategic plan's success.

Stakeholders' Engagement Especially those who directly impact the implementation and results may need to undergo an alignment process to ensure proper focus and resource allocation.