We are searching data for your request:
Upon completion, a link will appear to access the found materials.
In medium and small organizations, management personnel and directors often misinterpret the development and implementation of strategic plans. Let's take a look at the most common strategic planning myths among managers.
Strategic planning is not needed at all. Many are guided by this thought, referring to the turbulent and volatile market. But in fact, it is a certain plan in the work of any organization that will allow it to operate in a constantly changing environment. Planning will clearly answer possible questions, if they arise - what to do if ... how to react to ... After all, free drift along the waves of business is far from being an entertaining pastime. So, having planned possible scenarios today, tomorrow you can implement them without wasting precious time evaluating the situation.
Strategic planning is best done in your spare time or on vacation, outside of work. In fact, this is a very important process that must be taken as seriously as possible. And don't expect a pleasant time out of planning. No one denies the importance of a change of scenery, but for strategic planning it is still better to be accommodated in a special meeting room or conference room.
This can interfere with daily work. It should be understood that strategic planning is an important component of real work for any management team, since in the course of it, boundaries are determined for the effectiveness of all further work of the enterprise. If initially it is incorrect to determine the direction of development, then the activity will be unsuccessful.
In strategic planning, it is enough to use your own forces. The mistake of managers lies in the fact that they consider themselves quite objective, being not just a participant in business processes, but also their evaluators. Usually managers in such cases get lost in small details or components of the problem, moving away from the holistic perception of the picture. But an outside expert will be able to leave the current discussion at the same level, without getting lost in particular. Independent third-party judgment will allow you to see the constructive details in the reasoning of employees of all ranks, not just "pleasing" and "helpful".
Planning allows you to look into the future and predict it. Strategic planning is a tool for reducing risks, but not for preventing them. After all, any plan is a set of actions that should be taken depending on the implemented scenario. If, during planning, all possible alternative options for the development of the situation are taken into account, then in any situation the effectiveness of the organization's response to new conditions will increase, regardless of the likelihood of possible future events.
Planning is needed only in crisis situations. Strategic planning should be perceived not as a single act, but as a whole process. If planning is just a hard-coded list of rules and is not an essential component of living and running an organization, then such a process is truly a waste of time and energy.
The plan is a collection of documents, which is the place on the bookshelf. Many executives believe that once a plan is developed, it is likely to gather dust on the shelf in the future. However, a plan is not just a set of paper documents, it will only be really useful when the main ideas live in the heads of the employees who implement them. Strategic planning, in essence, is the implementation of the mindset of employees in the field of achieving the desired business results by the entire organization.
Having a plan automatically means achieving the desired result. To implement the plan, it is not enough just to put together the necessary words. On the part of the management, systematic control over the implementation of tasks is needed, responsible persons must accompany the implementation of tasks, otherwise the plan will remain a set of empty phrases.
Planning is useless, because everything will still be as the bosses say. In order for the plan to actually be implemented, it must be strictly implemented by all employees. So the desire of the leadership alone is not enough, without the employees' awareness of their importance and the need to solve the assigned tasks, the desire to solve them, and success cannot be achieved.
The plan is a classified document that does not need to be shared with ordinary employees. To debunk this myth, let's recall the previous one. If a person does not imagine what he is doing and where he is going in the global aspect, then the result will not work. And how to convey information to a person if the strategic plan is strictly classified? And an open plan, even if it fell into the hands of competitors, will bring more benefits than developed in secret from everyone.