(photo: FEMA Mgt. Institute)
“Plans are nothing; planning is everything.”
All too often as executive teams attempt to develop visions of the future and define strategic plans for growth and profitability, they descend into arguments focused on differing predictions about the economy, or technology, or the workforce.
Or they become distracted by “bright shiny objects” like powerful new technologies (driverless cars, voice recognition, holographic distributed meetings – you know what I mean) that may be fascinating but usually have little to do with their own business.
Like so many other areas of organizational leadership, developing new kinds of conversations and new forms of inquiry about the future are critical components of organizational leadership.
Historically, strategic planning was all about focusing an organization’s attention on a particular marketplace and ensuring that it had the operational capabilities to compete effectively in that market segment. And today most strategic plans continue to make explicit assumptions about future trends, estimated probabilities, and include educated guesses about what’s going to happen.
However, in today’s highly volatile and unpredictable world, assuming any kind of predictability in the marketplace can be fatal. Traditional strategic planning is worse than useless when dealing with the uncertainties of today’s economy. Indeed, I believe that traditional thinking about the future, as if it were actually singular, and knowable, is downright dangerous. Read more