In small and medium-sized organizations management personnel, and even directors, often misinterpret the subject of developing and implementing strategic plans. The generated myths in the future are bad for the fulfillment of the set goals and overall activities of the organization. Consider the myths most often encountered among leaders about strategic planning.
Strategic planning is not necessary at all.
Many are guided by this thought, referring to a turbulent and volatile market. But in fact, it is precisely a plan in the work of any organization that will allow it to operate under constantly changing conditions. Planning will clearly answer possible questions, in case of their occurrence – what to do if …, how to react to … After all, a free drift on the waves of business is far from an entertaining pastime. So, having planned possible scenarios today, tomorrow you can implement them without spending precious time evaluating the situation.
Strategic planning is better to do in your spare time or on vacation, out of work.
In fact, this is a very important process, which must be taken as seriously as possible. And do not expect from planning a pleasant pastime. Nobody denies the importance of changing the situation, but for strategic planning it is better to still be accommodated in a special room for business meetings or a conference hall.
This can interfere with daily work.
It should be understood that strategic planning is an important component of real work for any management team, as it defines the boundaries for the effectiveness of all further work of the enterprise. If it is initially wrong to determine the direction of development, then the activity will be unsuccessful.
In strategic planning, it is sufficient to use your own forces.
The mistake of managers is that they consider themselves sufficiently objective, being not just a participant in business processes, but also their appraisers. Typically, managers in such cases are stymied by small details or components of problems, moving away from a holistic perception of the picture. But the expert from the outside can leave the current discussion at the same level, without getting lost on the particular. An independent third-party judgment will allow us to see constructive details in the arguments of employees of all ranks, not just “acceptable” and “useful.”
Planning allows you to look into the future, forecast it.
Strategic planning is a tool to reduce risks, but not to prevent them. After all, any plan is a set of actions that should be taken depending on the scenario implemented. If during planning to take into account all possible alternative options for the development of the situation, in any situation, the effectiveness of the organization’s response to new conditions will increase, regardless of the likelihood of possible future events.
Planning is necessary only in crisis situations.
Strategic planning should be perceived not as a single act, but as a whole process. If planning is just a rigidly prescribed list of rules, and is not an important component of life and organization management, then such a process is really a waste of time and effort.
The plan is a set of documents, which is the very place on the bookshelf.
Many managers believe that once the plan is developed, it will most likely continue to collect dust on the shelf. However, the plan is not just a set of paper documents, the real benefit from it will be only when the basic ideas live in the minds of employees who implement them. Strategic planning, in fact, is the realization of the thinking of employees in the field of the organization’s achievement of the desired business results.
Having a plan automatically implies the achievement of the desired result.
To implement a plan, only a few words are gathered together.On the part of the leadership, systematic control over the fulfillment of tasks is necessary, responsible persons must accompany the fulfillment of tasks, otherwise the plan will remain a set of empty phrases.
Planning is useless, because all the same it will be as the authorities say.
In order for the plan to actually be implemented, it is necessary that it be clearly followed by all employees. So one desire of leadership is not enough, without awareness by employees of their importance and the need to solve set tasks, the desire to solve them, success is not achieved.
The plan is a classified document with which there is no need to familiarize ordinary employees.
To debunk this myth, let’s recall the previous one. If a person does not know what he is doing and where he is going in the global aspect, the result will not work. And how to convey information to a person if the strategic plan is strictly classified? Yes, and an open plan, even if it falls into the hands of competitors, will bring more benefits than developed in secret from all.