Publications & Products
Volume 4, Issue 3


Myths that Derail Strategic Planning

The strategic planning process should reveal which opportunities are worth an organization's investment and which aren't, writes a management specialist.

Nick Tasler, chief executive of a management consultancy, recently wrote a blog post for the Harvard Business Review outlining some myths that can derail an organization's strategic planning process, including:

  • Assuming productivity is the goal. "Productivity is about getting things done," he writes. "Strategic thinking is about getting the right things done well. The corollary of that truth is that strategy requires leaving some things undone, which stirs up a potent cocktail of unpleasant emotions."
  • Thinking that it's the leader's job to identify what's "important." "Every project your team is working on is ‘important' to someone somewhere somehow," Tasler writes. "They all ‘add value' in some vague way. That's why debating about what's important is futile. Strategic thinkers must decide where to focus, not merely what's ‘important.'"
  • Assuming it's only about thinking. "Strategic leadership is not a math problem or a thought experiment," he writes. "Ultimately, strategic thoughts must yield strategic action."


This article is from the July 21, 2014 issue.

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