What Strategy Isn’t (Part II)
Our blog post on November 24, "What Strategy Isn't," generated more feedback than anything else published in this space. Numerous likes and more than a dozen direct emails followed, prompting me to follow-up with this post containing eight more things strategy isn’t as Part II.
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Strategic planning is a critical process for organizations seeking to define their direction and make informed decisions. However, there are several common misconceptions about what strategic planning truly entails. Understanding—and avoiding—these misconceptions is just as important as getting the process details right.
First and foremost, strategic planning is not about creating a static, inflexible document that sits gathering dust on a shelf (or falls ever deeper into the history pages on your screen). Many educational organizations mistakenly view their strategic plan as a one-time exercise completed periodically, to be filed away and forgotten until the accreditors are coming or someone else asks. In reality, strategic planning should be a dynamic, ongoing process requiring continuous adaptation and revision. It's a living framework that must evolve with changing market conditions, organizational capabilities, and external environments.
Strategic planning is also not about detailed operational minutiae. While operational details are important, they should not overshadow the broader strategic vision. The purpose of strategic planning is to establish overarching goals, identify key priorities, and create a roadmap for long-term success. It should provide direction without getting bogged down in the how-to operational specifics that are better handled at lower organizational levels.
Contrary to current practice in the corporate sector, strategic planning is not solely the responsibility of top-level executives. It is not a top-down, hierarchical process that excludes input from other organizational levels, and this is particularly true in the education sector. Effective strategic planning requires broad engagement, incorporating perspectives from various stakeholder groups, including levels of management, parents, alumni, and faculty. Diverse input ensures a more comprehensive and nuanced strategic approach that reflects the entire school community's insights and experiences.
Another critical misunderstanding is that strategic planning is about predicting the future with absolute certainty. It is not a crystal ball or a guarantee of success. Instead, strategic planning is about creating a flexible framework that allows organizations to navigate uncertainty, anticipate potential scenarios, and respond effectively to changing circumstances. It involves scenario planning, risk assessment, and building agility rather than attempting to control every potential outcome.
Strategic planning is not a quick fix or a magical solution to organizational challenges. It requires significant time, effort, and commitment. Many schools approach strategic planning as a superficial exercise, hoping for immediate results or performatively checking a box for accreditors. However, true strategic planning demands deep analysis, honest self-assessment, difficult conversations, and a willingness to make potentially uncomfortable changes.
The process is also not about creating unrealistic, grandiose goals that sound impressive but lack practical implementation potential. Effective strategic plans are anchored in reality, with clear, measurable objectives and actionable strategies. They balance ambition with pragmatism, setting challenging yet achievable goals that stretch the school's capabilities without becoming entirely untethered from its current state.
Importantly, strategic planning is not a substitute for effective leadership and execution. A beautifully crafted strategic plan means nothing if school leadership lacks the commitment, cultural alignment, and operational capabilities to implement it. Strategy without execution is merely a theoretical exercise: interesting, maybe, but insufficient by itself to move any proverbial needle.
Lastly, strategic planning is not a one-size-fits-all process. Different organizations, depending on their size, industry, maturity, and strategic context, will require different approaches. What works for a multinational corporation might be inappropriate for a small nonprofit or a tech startup, to say nothing about a school. Too many governing board members fail to appreciate this and assume that the way their company strategizes will work in academia.
In conclusion, strategic planning is a nuanced, complex process that requires sophistication, flexibility, and a holistic understanding of organizational dynamics. By recognizing what strategic planning is not, educational institutions can approach this critical process with greater wisdom, avoid common pitfalls and create more meaningful, effective strategic frameworks that truly drive success.