Many managers use ‘to do’ lists and carefully planned calendars and diaries to ensure that they get the job done, so to speak. But planning things ‘to do’, is not the same as planning the right things to do, at the right time and in the right order.
Strategic planning allows a manager to take a bird’s eye view of their business area and determine not only the key activities for today, but also how the completion, or non-completion, of those activities will impact next week, next month and even potentially next year.
Strategic planning factors in both people and process. It plans for the worst in order to achieve the best. Hope’ doesn’t factor in the mix neither do luck or chance. Instead reflection, choice and decision are the key drivers ensuring a continuous improvement cycle of ‘review, forecast, plan and do’ is in potential motion, taking the momentum of the business consistently forwards.