Strategic planning is one of those phrases that sounds impressive in a boardroom but often fails to produce meaningful results. Too many organizations go through the motions—workshops, PowerPoints, dashboards, only to return to business as usual. If nothing changes after a strategic planning session, can we really call it “strategic”?
If a new employee read your policies before meeting anyone at the organization, what would they learn about how people are treated here?
Strategic planning is one of those phrases that sounds impressive in a boardroom but often fails to produce meaningful results. Too many organizations go through the motions—workshops, PowerPoints, dashboards, only to return to business as usual. If nothing changes after a strategic planning session, can we really call it “strategic”?
If a new employee read your policies before meeting anyone at the organization, what would they learn about how people are treated here?
