Many planners still consider "strategic" to be symbolic of "long-term". Executives enjoy in the long run strategic planning because it is usually pure fantasy. Consultants enjoy long term planning exercises as the make everyone feel informative. Yet long planning horizons are the source of visions and strategies who are too motherhood to end up successfully executed. According to Peter Wright of their Planning Group "when as a former take executive teams through an exercise to produce a 2-3 year practical vision, they are visibly apprehensive. If they commit towards the vision of the i'm only 8-12 quarters away, real plans will have to be underway within a few months so that you can on track. "
This sense of urgency is the foremost reason to keep organizing horizons short. Bridging the distance between strategy and execution can be challenging, and a vision which can be both practical and compelling is the foremost foundation. A vision should drive the articulation of an organization's most crucial each person, its "strategic imperatives", in addition to a solid plan for ways to achieve those priorities. Without that short, practical vision, turning strategy into action is almost impossible.
There is a special important caveat: strategic are going, in particular vision statements should never have a horizon which can be too short. A vision for an organization that is only 12 months away, as an illustration, is likely unrealistic, and can cause a feeling of hopelessness. This can be equally damaging to successful execution in order to vision that is a long time.
There is a place for a high level, longer term strategic vision for your firm, but don't let it be an alternative to a practical vision and strategy that will be the drivers of the complete action. Keep your business going in horizon between 2-3 years to create plans that are practical, compelling, and stand a fighting potential for execution.
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