As I’ve worked within organizations and, for the past 15+ years as an external consultant, I’ve come to admit that most employees, including many senior leaders, really don’t enjoy strategic planning. I think one of the biggest reasons for this is that they see it as a waste of time. Lots of hours spent by lots of people in closed door meetings that lead to a laundry list of activities and assignments that rarely seem to drive meaningful change.
I’d get tired of that too. But I happen to really love the strategic planning process—when it’s done well.
Here are some reasons that I think many strategic planning efforts fail to capture the interest of employees (even senior leaders!), or lead to meaningful results.
I’ve been a rabid marketing practitioner for decades. I understand and believe in the power of marketing for companies of all types and sizes, across all industries.
I was writing a trends piece for a client recently and, as I often do, I posted a call for input on sites like 
I was playing Solitaire on a flight recently and was struck by how much I like developing and following standardized processes, yet how likely I am to vary from a process when I think it’s appropriate.
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