A Strategic Plan Isn't the Strategy

Why the conversations, challenges and choices matter as much as the document.

I've been involved in strategic planning processes where I've walked away wondering what we actually achieved.

The workshops were held, people were consulted and eventually a strategic plan was produced. It looked professional, had all the expected components and was ready for endorsement.

But I couldn't help feeling we'd missed an opportunity.

There hadn't been much room to challenge assumptions, debate different perspectives or really explore what needed to change. At times, it felt as though the focus was on getting the document finished rather than having the conversations that might genuinely influence the organisation's future.

Having spent many years in executive and board roles, I've experienced strategic planning from different perspectives. Now, as a consultant working with organisations to develop their strategies, those experiences continue to influence how I approach the work.

And I've become increasingly convinced that the real value of strategic planning is found in what happens before the document is written.

Creating space to think differently

One of the things I enjoy most about facilitating strategic planning is watching what happens when people are given the opportunity to step away from their day-to-day responsibilities and think about the bigger picture.

It's not always easy.

People arrive with different experiences, competing priorities and sometimes quite firmly held views about what the organisation should be doing.

That's not necessarily a problem. In fact, it's often where the interesting conversations begin.

I've seen how a simple question can cause a group to reconsider something they've accepted for years. Or how hearing a different perspective can change the way people understand an issue.

Sometimes the most useful thing I can do as a facilitator is ask another question rather than move the conversation along.

I don't believe everyone needs to agree with each other. Respectful debate is healthy, and we should be prepared to challenge our thinking.

What matters is that people have the opportunity to contribute, that different perspectives are genuinely considered and that the group works towards a shared understanding of where the organisation needs to go.

Listening means being prepared to hear something unexpected

Consultation is an important part of strategic planning, but I think we need to be careful not to confuse consultation with genuine engagement.

It's relatively easy to organise a workshop, distribute a survey or invite people to provide feedback.

The harder part is being genuinely open to what they might tell us.

Are we asking questions because we want to understand, or because we need to demonstrate that consultation occurred?

Are we prepared to hear something that challenges our current thinking?

And perhaps most importantly, are we willing to let what we've heard influence the decisions we make?

In my recent strategic planning work, I've spent considerable time listening to staff, leaders, community members and partner organisations.

The conversations don't always follow the path you expect, and that's often a good thing.

People bring experiences and insights that aren't necessarily visible in organisational reports or performance data.

When we take the time to listen, we can develop a much richer understanding of the organisation, the communities it serves and the opportunities and challenges ahead.

The difficult part is making choices

I often find that organisations have no shortage of ideas about what they could do.

The challenge is deciding what they should do.

There are always competing priorities, limited resources and more opportunities than any organisation can realistically pursue.

Yet it's tempting to keep adding to the list.

A new initiative becomes a priority, but nothing comes off the existing workload. Before long, the strategic plan becomes a collection of everything the organisation would like to achieve.

I've seen how this can contribute to overcommitment, stretched resources and frustration when progress doesn't match expectations.

For me, one of the most important strategic conversations is about what an organisation will choose not to do.

What matters most over the next few years?

Where can we make the greatest difference?

What needs to change?

And what might we need to stop doing, or at least do differently, to create the capacity to deliver?

These aren't always comfortable conversations, particularly when people are passionate about their areas of responsibility.

But without them, we risk developing a plan that looks ambitious and inspiring but is difficult to put into practice.

And yes, the document matters

I don't want to give the impression that the final strategic plan isn't important. It absolutely is.

A good plan should provide clear direction, articulate priorities, establish meaningful measures and help guide decisions about resources and investment.

It should also be something people can understand and use.

I believe a strategic plan should have a life within the organisation. It shouldn't be something we pull out once a year to prepare a progress report or when it's time to develop the next plan.

It should be referred to regularly in executive and board discussions, operational planning and decisions about where to invest time and resources.

When a new project is proposed, a funding opportunity arises or an organisation is considering expanding a service, one of the first questions should be: How does this fit with our strategic direction?

That doesn't mean we can't respond to new opportunities or change course when circumstances require it. But it does mean making those decisions consciously, with an understanding of what we're trying to achieve and what other priorities might be affected.

Otherwise, it's very easy to keep adding new commitments without considering whether we have the capacity to deliver what we've already agreed is important.

For me, the real test of a strategic plan is whether it influences the decisions being made across the organisation.

Does it help leaders decide what to prioritise? Does it guide investment and resource allocation? Do staff understand how their work contributes to the bigger picture?

And when circumstances change, does it provide a useful starting point for deciding what needs to change with them?

A strategic plan shouldn't sit on a shelf gathering dust. It should be a working document that helps people stay focused, make informed decisions and remain accountable for the direction they've agreed to pursue.

What I've learnt along the way

My experiences have shaped how I work with organisations today.

I want people to feel comfortable contributing, but also willing to challenge each other. I want the process to be informed by evidence without losing sight of people's lived experiences. And I want leaders to leave with a clearer understanding of the choices they need to make.

I also want the process to be enjoyable. Strategic planning is serious work, but that doesn't mean every conversation needs to be serious. A little creativity, curiosity and humour can help people look at familiar challenges differently.

Most importantly, I want organisations to feel that the time they've invested has been worthwhile.

Not simply because they have a new strategic plan, but because they've learnt something, challenged their thinking and developed a direction they are genuinely committed to pursuing.

For me, that's the difference between producing a strategic plan and actually developing a strategy.

About Cranham & Co

At Cranham & Co, I work with organisations to develop clear strategic direction through meaningful engagement, thoughtful facilitation and practical planning.

My approach draws on experience in executive leadership, governance and strategy development, with a focus on helping organisations make choices that translate into action.

Clear direction. Capable leadership. Confident transitions.