Strategic Planning vs. Strategic Management

The #2 Required Core Competency of All Organizations

Analytical Thinking:

Traditional Strategic Planning
“A Project”


Systems Thinking:

Yearly Strategic Management System
“A New Way to Run the Business”

1. Project (beginning and end) vs. 1. Continuous/ongoing process with Yearly Strategic Management System and Cycle/review to stay on “track”
2. Staff Written vs. 2. CEO, line leadership driven/staff supported
3. Focus on today/extrapolation into the future vs. 3. Start with Future Ideal and work backwards
4. “Motherhood/apple pie” words vs. 4. Outcomes measures and action plans set/accountability tracked
5. Big Strategic Planning document as end vs. 5. Execution/change management/customer focus is the goal; single documents of one page each (KISS)
6. Senior leadership/planning department answers only (we/they) vs. 6. Key stakeholder feddback/commitment also (Parallel Process) – “people support what they help create”
7. Weekend retreat vs. 7. Strategic change in our roles/behaviors day-to-day
8. Strategic level only vs. 8. Integrated into business units, annual and daily decision-making levels, too, via the glue of core strategies/core values
9. Individual change projects (TQM, service, empowerment, value chain, etc.) vs. 9. Customer-focused positioning and value-added delivery as the focus for all projects
10. Single event – ine time only, every five years vs. 10. Annual Strategic Review (and Update) each year
11. Environmental scan of today only – yearly vs. 11. Future environmental scan/quarterly reviews continuously
12. Analytical tools/analysis focus vs. 12. Focus on strategy, commitment, and buy-in
13. Units/departments/silo mentality goals vs. 13. Shared strategies as the glue and organizing forces
14. Hierarchy/controls vs. 14. Customer-focused and values-driven empowerment
15. Organization structure remains the same vs. 15. Strategic Business Redesign (“Watertight Integrity”)

In Sum

Tactical/Fragmented Thinking vs. Strategic and Systems Thinking