Strategy in Action: Overview

Planning isn't Working

  • “Tradition becomes our security, and when the mind is secure it is in decay.”
    • – Jiddu Krishnamurti

In today’s business environment it is abundantly clear that a linear, plodding approach to planning reflects a bygone era. We are just not living in the same world that gave rise to the stodgy strategic planning process we know and in many cases grudgingly put up with.

The typical strategic planning process follows a series of steps so steeped in hoary tradition that the entire experience has taken on the character of a religious ritual. Define the vision, set the mission, set goals, create copious projects, review progress, and repeat once a year.

In this process, the “vision” is often based on a vanilla wish list that sounds exactly the same from organization to organization. The “plan” is contrived through an annual local environmental scan that is devoid of a timely, robust, and realistic understanding of the conditions facing the organization. And the resulting “projects” are lost in the mix as the day to day of real world conditions preoccupies the people meant to execute them.

Traditional approaches to strategy just can’t keep up. At best, they get people talking about where they’d like to go, but all too often, they result in irrelevant strategies that lack sufficient relevance, energy, motivation and agility to inspire, align, and mobilize teams. Let alone generate value.

There is a real reason why the very term “strategic planning” often evokes images of a once a year two-day workshop resulting in large binders gathering dust on shelves in executive offices, and people meant to execute ‘the plan’ who groan at the very thought of it all.

Relevant strategies are the product of teams who can think on their feet, formulate strategy and act on it in real-time, in sync with changing conditions.

Today’s strategic methods must ensure that the period between the identification of conditions and strategic response is as short as possible. A long-winded approach that does not allow for real-time strategic thinking and adjustment is a waste of resources and leads to squandered opportunity.

Think Strategy in Action

Strategy in Action (SiA) is specially designed for planning in an age of exponential change and disruption; an age when connectivity, complexity and chaos run at hyper-speeds within the accelerating change cycles driven by new technology. Read more.

Harness the Innate Strategic Capability of your People

The SiA framework provides leaders with the ability to harness innate human strategic capability at all levels within their organisation. Read more.

In Disruptive Times, Stay Oriented and Don’t Go MAD

The end game of robust strategic thinking is to continuously generate sustainable value. Anything else is a very poor second. Read more.

It’s Up to You

Decisions to change how things are done are never made by organisations – people make decisions; people who understand that the past isn’t the future and that the present requires substantial changes in attitude, thinking and behaviour. Read more.


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