Many leaders, believing that they have devoted generous resources to a process that essentially takes people away from the real work that needs to be done, are chronically disappointed with the lackluster results that come from their strategic planning efforts.
With the same buzz-word laden goals surfacing each year, and certain “unmentionables” not discussed at all, the strategic planning process can take on the aura of a dog and pony show rather than a meaningful springboard for the forward momentum of the organization.
