The essence of strategic planning has been underestimated in the modern corporate world. Most executives adopt methods of how to do and implement things without taking into consideration the primary assumptions of those methods. Most organizations abandoned strategic planning following the recent recession. Strategic planning often involved a SWOT analysis, after which a team would define the most likely path for a company’s external environment expansion. This would encompass development of an appropriate strategy to incorporate that vision of the future. However, it all turned out that the future conditions expected for the implementation of the vision could not hold, or would be unfavorable to most organizations. For this reason, inability to predict the future has been regarded as the leading cause of the death of strategic planning in organizations today.
Similarly, strategic planning meetings often too much time in the effort to create the mission statements, goals and the objectives in organizations. On a similar note, the de-incentive associated with strategic planning results from the disappointment that befalls the planners, when little of their expectation is achieved. This failure arises due to the lack of the following key components in a typical strategic plan: a prior and clear evaluation of the organization, a well-elaborated vision with embedded measures of progress, a comprehensive program of funds to secure the necessary resources for the implementation of the plans, and a detailed guideline for the implementation and execution of the activities. Again, strategic planning has been bombarded by lack of motivation and excitement on the part of the board and staff. This erodes an organization’s realization of its core purpose and ability to conform to its mission and vision. This discourages enthusiasm, commitment, and ambition.
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