What happens when your company’s strategic planning is too complicated?
- time gets wasted,
- executives get wasted,
- the CEO is pissed off,
- board members squirm,
- smart people feel stupid because their expertise isn’t sought out,
- participants and their ideas are all ho hum,
- resources are squandered,
- strategic planners are embracing complicated when everyone else wants simple,
- the company spends too much time on planning,
- managers and directors wait around for missing information,
- valuable data is never considered,
- stupid insights pass for brilliance,
- people with great ideas have no way to share them,
- complicated, unintelligible jargon passes for smart strategic thinking,
- rock-paper-scissors is an approved decision-making process,
- the same old strategy exercises produce the same old answers that haven’t worked for years,
- you use last year’s SWOT because there are no new ideas or motivation to update it,
- innovative ideas go overlooked,
- ingenuity leaves the building,
- strategy meetings are deadly boring,
- the boss dozes off during the overly long research presentation,
- respectable businesspeople make things up to fill out strategic planning templates,
- doofuses think they knew better than anyone else,
- you see a lot of dart boards in offices when it’s time to produce a forecast,
- the wrong people make decisions,
- the most left-brained accounting manager gets to shoot down amazing ideas that need investment,
- corporate political infighting abounds,
- sociopathic senior executives focus on themselves and ignore customers,
- pet projects get all the resources,
- everyone goes home exhausted and depressed,
- implementation is short-changed,
- the wrong initiatives gain support,
- your formerly market-leading brand is unexpectedly disrupted,
- competitors steal your market share like candy from a baby,
- reducing prices seems like the only things that might work,
- the management team loses its way,
- plans fail,
- management team members are pushed from their jobs,
- lofty aspirations never materialize,
- new business models never take hold,
- the plan that cost millions to develop sits on the shelf,
- tactics aren’t coordinated,
- costs skyrocket,
- the value customers receive from your brand evaporates,
- competitive advantage evaporates,
- the left hand doesn’t know what the right hand is doing,
- customers flock to any brand but yours,
- your best salespeople abandon ship,
- revenue falls off the table,
- Wall Street asks questions that nobody can answer effectively,
- unfriendly takeovers get downright nasty,
- careers are ruined,
- nobody is having fun and enjoying business,
- executives will do anything to avoid future strategic planning,
- and the strategists who can't figure out how to make strategic planning simple and fun lose their jobs.
Those are just a few bad things that happen when strategic planning is too complicated.
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