Strategic planning management
Strategic planning management is a process that aims to predict future events and plan for them. Strategic planning management is faced by many problems including frequent criticism, skepticism, poor leadership, lack of consensus, over ambition, and lack of momentum in the long term. In this paper, we will discuss the common challenges that face strategic planning (Brassard and Ritter, 2010)
Poor leadership is one of the problems that face strategic management teams. If the leaders in an organization do not support the strategic planning management process cannot succeed (National Center for Healthcare Leadership, 2009). Some key leaders show little interest in the strategic planning management process after the strategic planning process has taken off. Sometimes these leaders may fail to show up for important meetings. Other times, leaders fail to provide a mission to guide the strategic planning process. If leaders fail to provide ongoing leadership and a vision for the project plan the process is bound to fail.
Lack of consensus is one of the other challenges that face strategic planning. Most members of the strategic planning team have different ideas about what should be done (O’Dea, de Chazal, Saltman and Kidd, 2006). Disagreements are likely to occur on the appropriate course of action to achieve the strategic objectives. Unfortunately, the strategic planning process cannot succeed if the planning team fails to reach a consensus.
Setting unrealistic and over ambitious strategic goals is also a major problem in the strategic planning process. Often, the people charged with strategic management are often young, bright, visionary, highly motivated (Rollof, 2009). In most case, these fertile minds often end up coming with over ambitious and unrealistic goals. Getting these over ambitious individuals to abandon their goals can be a cause of tension among the strategic planning team. Overly ambitious goals may overstretch the organizations resources.
Brassard, M., & Ritter, D. (2010). Memory jogger 2: Tools for continuous improvement and effective planning. (2nd ed.). Salem, NH: GOAL/QPC. ISBN: 9781576811139
National Center for Healthcare Leadership. (2009). Health leadership competency model. Retrieved from: http://www.nchl.org/static.asp?path=2852,3238.
O’Dea, N. A., de Chazal, P., Saltman, D. C., & Kidd, M. R. (2006). Running effective meetings: A primer for doctors. Postgraduate Medical Journal, 82(969), 454?461. Retrieved fromhttp://www.ncbi.nlm.nih.gov/pmc/articles/PMC2563767/
Rollof, J. (2009). Creative meetings. Innovation: Management, Policy & Practice, 11(3), 357?372. Retrieved fromhttp://ezp.waldenulibrary.org/login?url=http://proquest.umi.com.ezp.waldenulibrary.org/pqdweb?did=1968726121&Fmt=2&clientId=70192&RQT=309&VName=PQD
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