Summary
It's September. Most companies follow a January through December fiscal year and go through a strategic planning exercise starting just about now. So, we will focus on strategic planning for the next few issues of this newsletter.
Strategic planning is the eye of the evolutionary storm.
It's September. Most companies follow a January through December fiscal year and go through a strategic planning exercise starting just about now. So, we will focus on strategic planning for the next few issues of this newsletter.
You are likely leading or integrally involved with planning at your company. If you feel excited about dovetailing the whole company, you should be.
Strategic Planning is one of the six parts of the Congruence Method. Public companies do strategic planning. Small companies go through it. Even non-profits like my church go through it.
Even governments do... wait—do they? Some do! The ones with a five-year plan and clear communication with their stakeholders, which include citizens and trading partners, do. Do you know which country doesn't have one? America!
American citizens (equivalent to company employees) appear baffled by the lack of a clear path for at least two decades. America's customers, which include many OECD countries, are confused about what they can expect from their most significant partner. America's vendors, which span China, Mexico, and much of Asia, seem confused about whether they can consider America a reliable customer. As a citizen, I can't find a tangible strategy or plan for the nation. Okay, that's my election cycle rant.
Without getting into politics, we can all see that even the wealthiest country in the world can lack a viable setup for future success. We want to avoid such systemic incongruence for a company.
Strategic planning is the nucleus of our only opportunity to address our company's path forward.
