Long Term Planning

Some define long-term planning as strategic planning. 

The organization will often use one process for shorter-term planning and a different process for “strategic” (long-term) planning.  While this is traditional, it is not the best method.  The process used for long-term planning should be no different than the process used for short-term planning with the exception that long-term planning looks further into the future.   

Therefore, executives must use the same process for all planning with the only difference being the length of time required to reach the desired outcomes.  

Being strategic is not about a plan, it is a way of thinking about the future.  It is a cultural element within the organization.  Strategic Thinking within the organization allows for innovation and necessary change within the organization.  Strategic Thinking will affect both short-term and long-term planning but in of itself, Strategic Thinking is not planning.

The culture of the organization must set the framework for strategic thinking to take place.  Executives must regulate the amount of Strategic Thinking that is allowed within the culture of the organization.  Some organizations only survive if they have large amounts of innovation while other organizations are in such a stable market that they must not allow themselves to be over-innovative.  The organization may also be under duress.  The executives must determine if they need more or less innovation to remove the factors that are causing the duress.  

The application and regulation of Strategic Thinking within the culture of an organization is one of the most important and most difficult responsibilities of the executive team.

This topic will focus on how planning should work within an organization.