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Before starting on your EMBA journey, you were asked to reflect on strategic planning in your
organizations. To provide you with feedback and another opportunity to reflect on strategic planning, I
have summarized the feedback I received from you and your EMBA participating executives on the
following pages.
Please review the strengths and weaknesses of the strategic planning process, the plan document and the
implementation of the plan and share with us your final assessment of the usefulness of strategic
planning. Please just complete the last bullet point (your conclusion, highlighted below) for each of the 4
subjects (process, plan, implementation and overall usefulness).
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1. Planning process - the process your organization used to develop your strategic plan:
• Your Conclusion: Based on the above and on your experience, how would you rate your
organization’s experience with the planning process on a scale of 1=very weak; 3= moderately
good; 5=excellent. Please circle/highlight one of the numbers (or, don’t know) below:
1 2 3 4 5 Don’t know
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2. Plan – The quality of the strategic thinking and strategy, the quality of the plan document
• Your Conclusion: Based on the above and your own experience, how would you rate your
organization’s experience with the plan on a scale of 1=very weak; 3= moderately good;
5=excellent. Please circle/highlight one of the numbers (or, don’t know) below:
1 2 3 4 5 Don’t know
5
• Common Cited Weaknesses of Plan Implementation:
o Strategic Plan is not being applied (fully)
o Strategies are not operationalized
o Objectives are not realistic and achievable
o Not enough resources to implement strategies and action plans successfully
o Inefficient use of resources: waste in some departments and excess resources/slack in
others
o Milestones are not well scheduled; metrics for success not well defined
o Lack of follow-up on implementation; results not communicated clearly and broadly
o Resistance to change; weak staff motivation to achieve objectives
o No clear linkage between strategic priorities, action plans, and resource allocation
o Shifting of priorities
o Short term issues take priority. Focus is more on tactical rather than strategic perspective
and priorities
o People often get bogged down in details and forget the big picture
o Lack of expertise to implement the plan in certain areas
o Lack of timely realignment of resources as the evolving situation dictates
o Lack of understanding, buy-in or commitment
o Lack of empowerment
o Ineffective processes and procedures
o Support functions are not aligned and supportive
o Bureaucracy delays achievement of strategic objectives
o Low level of follow-up or accountability
o Lack of alignment and coordination between departments
o Strategies are not kept relevant to changing circumstances
o Delays in achieving cost reductions
o Delays in leveraging synergies with acquired entity
o Unexpected events derail the firm from achieving targets
• Your Conclusion: Based on the above and your own experience, how would you rate your
organization’s experience with the implementation of your strategic plan on a scale of 1=very
weak; 3= moderately good; 5=excellent. Please circle/highlight one of the numbers (or, don’t
know) below:
1 2 3 4 5 Don’t know
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4. Overall Usefulness of Strategic Planning at Your Organization
• Your Conclusion: Given your experience with, and knowledge of strategic planning, what is your
opinion of the usefulness of strategic planning in your organization on a scale of
1 2 3 4 5 No opinion
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People tend to have different views of strategic planning. Some view the exercise positively and others,
negatively. Which of the two perspectives do you subscribe to?
• “The essence of formal strategic planning is the systematic identification of opportunities and
threats that lie in the future…[to] provide a basis for…making better current decisions…Planning
means designing a desired future and identifying ways of bringing it about.” George Steiner (Father
of modern strategic planning)
• “The emphasis being placed on strategic planning today…reflects the proposition that there are
significant benefits to gain through an explicit process of formulating strategy, to insure that at
least the policies (if not the actions of functional departments) are coordinated and directed at
some common set of goals.” Michael Porter (HBS Professor)
• “Most corporate planning is like a ritual rain dance: It has no effect on the weather that follows, but
it makes those who engage in it feel like they are in control.” Russell Ackoff (Wharton Professor)