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Clipping is a handy way to collect and organize the most important slides from a presentation. Action plans refer to definite actions that are related to either short- or longer-term strategic goals. Plans in paper may look more creative and feasible in nature; in reality it is a big quest unanswered.
Top management usually relies on executive dashboards comprising Key Performance Indicators (KPIs) to track progress toward meeting strategic objectives.
An effective strategic planning process enables companies to take control of their future and remain focused on the critical areas that will result in sustained periods of growth and success. By definition, strategic planning is a process by which an organization’s leaders define and implement the strategy to achieve the company’s fundamental purpose. Especially with small entrepreneurial organizations, senior leaders have little time to spend on anything that doesn’t provide clear benefit.
To be effective, it is necessary to clarify and understand the expectations of the planning process. Although the depth, frequency, and specific process used will differ for every company, there are some basic elements that greatly increase the chance of success. Also included in an effective process are key indicators, which measure the organization’s success in achieving the objectives.
Develop key objectives to be completed over the following 1-3 years (depending on the organization’s normal planning horizon).


Take action when necessary (based on the review) to get the organization back on track toward achieving its key objectives. The steps presented above require a lot of reflection and discussion in order to assure that the plan and associated actions address what is critical for the company. Exhibit 2 presents an example of the one-page plan for ABC Products Company resulting from carrying out the process. The one-page plan is a simple document that communicates the work of many hours of work by the senior leadership team. Action plans should include details of resource commitments, allocation and time horizons for accomplishment. Are executives showing the same kind of enthusiasm in giving shape to the plans they charted out in paper? Authority is delegated but Responsibility is forgotten: #Senior management executives are the STRATEGIC DECISION-BRAHMAS obviously but do they demonstrate what needs to be done? Demonstration is one of the powerful forms of communication and if the strategies are only to be communicated down the line and not to be followed by the senior officials how do you expect your team to perform efficiently? Confusion between #strategy and Ideas: An idea is a conceptual construct about a particular thing. Dis-Orientation of Senior Leaders: If a senior leader reaches that higher position through internal promotion, he loses touch with day-to-day activities though he has a strong contextual understanding of the business.
Laissez Faire attitude doesn’t work out for strategic action plans: A senior leader has to monitor an action plan from the start till the end until the expected result is achieved.
There might be one good goal but definitely no one good strategy: Understand strategies are subjected to change in accordance with the internal and external environment. The management must also be able to translate its strategic vision into concrete steps that is “getting things done”.


The level of detail usually does not include action plans so it becomes up to operational staff to evolve the action plans and monitor these.
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Action plan development represents the key stage in planning that facilitates effective communication of plans throughout the organization followed by resource planning and deployment. If a senior #management leader happens to reach the top through external recruitment, it takes time for him to understand the business and the nature and needs of the organization.
Say, you have invested quite a good amount of money in shares of a particular reputed company and you come to know that there is a senior level management leadership change and feelers are that prices are likely to crash. But when it comes to strategy, you need to have a solid FUTURISTIC action plan that is bound to give you the desired results in the long term. Only few leaders are capable of devising action plans that exactly nails the problem-situation (as we all know when an organization is looking for a turn around, the first blow is to the CEO of the organization). The passion that a leader exudes is overwhelmingly infectious and motivates the team to complete a project. Here the leader is the initiator who is involved throughout strategic planning process so that momentum is sustained during the critical transition from planning to action.



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