We have categorized 49 documents as Strategic Planning. There are 20 documents listed on this page.

Strategic Planning is an annual process organizations conduct to plan their near-, mid-, and long-term strategies. A robust Strategic Planning process arms the organization with clearly defined strategic objectives across all time horizons and prepares the organization for successful Strategy Development and Execution. Learn more about Strategic Planning.

Did you know?
The average daily rate of a McKinsey consultant is $6,625 (not including expenses). The average price of a Flevy document is $65.

DRILL DOWN BY SECONDARY TOPIC


DRILL DOWN BY FILE TYPE

  Open all 20 documents in separate browser tabs.
  Add all 20 documents to your shopping cart.


Trusted by over 10,000+ Client Organizations
Since 2012, we have provided best practices to over 10,000 businesses and organizations of all sizes, from startups and small businesses to the Fortune 100, in over 130 countries.
AT&T GE Cisco Intel IBM Coke Dell Toyota HP Nike Samsung Microsoft Astrazeneca JP Morgan KPMG Walgreens Walmart 3M Kaiser Oracle SAP Google E&Y Volvo Bosch Merck Fedex Shell Amgen Eli Lilly Roche AIG Abbott Amazon PwC T-Mobile Broadcom Bayer Pearson Titleist ConEd Pfizer NTT Data Schwab




Read Customer Testimonials

  •  
    "I have found Flevy to be an amazing resource and library of useful presentations for lean sigma, change management and so many other topics. This has reduced the time I need to spend on preparing for my performance consultation. The library is easily accessible and updates are regularly provided. A wealth of great information."

    – Cynthia Howard RN, PhD, Executive Coach at Ei Leadership
  •  
    "Flevy is our 'go to' resource for management material, at an affordable cost. The Flevy library is comprehensive and the content deep, and typically provides a great foundation for us to further develop and tailor our own service offer."

    – Chris McCann, Founder at Resilient.World
  •  
    "The wide selection of frameworks is very useful to me as an independent consultant. In fact, it rivals what I had at my disposal at Big 4 Consulting firms in terms of efficacy and organization."

    – Julia T., Consulting Firm Owner (Former Manager at Deloitte and Capgemini)
  •  
    "Flevy.com has proven to be an invaluable resource library to our Independent Management Consultancy, supporting and enabling us to better serve our enterprise clients.

    The value derived from our [FlevyPro] subscription in terms of the business it has helped to gain far exceeds the investment made, making a subscription a no-brainer for any growing consultancy – or in-house strategy team."

    – Dean Carlton, Chief Transformation Officer, Global Village Transformations Pty Ltd.
  •  
    "Flevy is now a part of my business routine. I visit Flevy at least 3 times each month.

    Flevy has become my preferred learning source, because what it provides is practical, current, and useful in this era where the business world is being rewritten.

    In today's environment where there are so "

    – Omar Hernán Montes Parra, CEO at Quantum SFE
  •  
    "As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power. For us, it is an invaluable resource to increase our impact and value."

    – David Coloma, Consulting Area Manager at Cynertia Consulting
  •  
    "I am extremely grateful for the proactiveness and eagerness to help and I would gladly recommend the Flevy team if you are looking for data and toolkits to help you work through business solutions."

    – Trevor Booth, Partner, Fast Forward Consulting
  •  
    "FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients. In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over! The "

    – Roderick Cameron, Founding Partner at SGFE Ltd



Flevy Management Insights: Strategic Planning

Strategic Planning is an annual process organizations conduct to plan their near-, mid-, and long-term strategies. A robust Strategic Planning process arms the organization with clearly defined strategic objectives across all time horizons and prepares the organization for successful Strategy Development and Execution.

Per Wikipedia, we can define Strategic Planning as:

Strategic Planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy. It may also extend to control mechanisms for guiding the implementation of the strategy.


Strategic Planning became prominent in corporations during the 1960s and remains an important aspect of strategic management. It is executed by strategic planners or strategists, who involve many parties and research sources in their analysis of the organization and its relationship to the environment in which it competes.

Strategic Planning is a crucial process, but often poorly executed, leading to poor translation from Strategy to Execution. In most organizations, executives complain that their Strategic Planning is overly bureaucratic, insufficiently insightful, and doesn’t accommodate today's rapidly changing, digital markets.

To combat these issues, we can follow these 3 steps of Strategic Planning:

  1. Explore Strategy across 3 time horizons.
  2. Encourage productive and stimulating Strategic Dialogue.
  3. Engage a broad, decentralized group of stakeholders.
We have written an in-depth article on Strategic Planning, which discusses the purpose and scope of Strategic Planning, as well as these 3 above steps in detail. It also describes how to effectively and efficiently execute and manage the full Strategy process, from Planning to Execution.

For effective implementation, take a look at these Strategic Planning best practices:

Explore related management topics: Strategy Development Purpose

Adapting to Digital Transformation

Digital Transformation has become a cornerstone of modern Strategic Planning, reshaping industries and forcing executives to rethink their business models. The rapid pace of technological advancement and the digitalization of customer interactions necessitate a shift in strategic focus. Companies that successfully integrate digital technologies into their strategic plans can unlock new value propositions and achieve competitive advantage. However, the challenge lies in aligning digital initiatives with overall business objectives, ensuring that technology serves as a means to an end rather than an end in itself.

According to McKinsey, companies at the forefront of digital transformation are 1.5 times more likely to achieve revenue growth than their less digitally mature counterparts. This statistic underscores the importance of embedding digital strategies within the broader strategic framework. Executives must consider how digital technologies such as AI, IoT, and blockchain can enhance operational efficiencies, improve customer experiences, and create new revenue streams. It's not just about adopting technology; it's about transforming processes, culture, and customer interactions in a cohesive, strategic manner.

To navigate the complexities of Digital Transformation, organizations should start by conducting a digital maturity assessment to identify gaps and opportunities. Following this, a cross-functional team should be established to drive digital initiatives, ensuring alignment with the strategic vision. Regular review sessions are critical to adapt to the fast-evolving digital landscape. Executives should foster a culture of innovation and agility, encouraging experimentation and learning from failures. By integrating Digital Transformation into Strategic Planning, companies can better anticipate market shifts and position themselves for long-term success.

Explore related management topics: Digital Transformation Customer Experience Competitive Advantage Value Proposition Revenue Growth Innovation

Embracing Sustainability and Corporate Responsibility

Sustainability and Corporate Responsibility have moved from peripheral concerns to central elements of Strategic Planning. The increasing awareness of governance target=_blank>environmental, social, and governance (ESG) issues among consumers, investors, and regulators has made sustainability a strategic imperative. Companies are now expected to integrate sustainable practices not only to mitigate risks but also to explore new growth opportunities. The challenge for executives is to balance short-term financial performance with long-term sustainability goals, ensuring that their business models are both profitable and environmentally sound.

A report by Boston Consulting Group (BCG) highlights that companies with higher ESG scores tend to outperform the market average in the medium to long term. This performance is attributed to efficient operations, lower costs, and improved brand loyalty. Executives must, therefore, embed sustainability into the core of their Strategic Planning process, identifying how their operations impact the environment and society, and setting clear, measurable sustainability goals. This involves rethinking supply chains, energy use, product design, and even the business model itself to align with sustainability principles.

To effectively integrate sustainability into Strategic Planning, companies should start by conducting a thorough sustainability assessment to identify material issues and stakeholder expectations. This should be followed by the development of a clear sustainability strategy, setting ambitious yet achievable targets. Engaging stakeholders throughout the process enhances transparency and builds trust. Moreover, leveraging technology for sustainability reporting and performance tracking can provide insights for continuous improvement. By prioritizing sustainability, companies can not only mitigate risks but also capitalize on new opportunities, driving innovation and sustainable growth.

Explore related management topics: Supply Chain Continuous Improvement Environmental, Social, and Governance Sustainability Governance

Enhancing Resilience through Risk Management

In today's volatile and uncertain business environment, enhancing resilience through effective Risk Management has become a critical component of Strategic Planning. The ability to anticipate, prepare for, respond to, and recover from disruptions is a competitive differentiator. Executives face the challenge of identifying and mitigating risks that could undermine their strategic objectives, from cyber threats and supply chain vulnerabilities to regulatory changes and geopolitical tensions. Integrating Risk Management into Strategic Planning enables organizations to not only protect value but also to create it, by seizing opportunities that arise from uncertainty.

A study by PwC reveals that companies with advanced Risk Management practices are more likely to achieve their strategic goals and experience fewer surprises. Effective Risk Management involves identifying potential risks, assessing their impact and likelihood, and implementing strategies to mitigate them. This requires a proactive, forward-looking approach that goes beyond compliance and crisis management. Executives should foster a risk-aware culture, where risk considerations inform strategic decisions and where agility and adaptability are valued.

To enhance resilience, organizations should develop a comprehensive Risk Management framework that is aligned with their strategic objectives. This involves establishing clear risk appetite and tolerance levels, integrating risk assessment into the strategic planning process, and continuously monitoring the risk landscape. Leveraging technology for real-time risk monitoring and analysis can provide executives with the insights needed to make informed decisions. By embedding Risk Management into Strategic Planning, companies can navigate uncertainties more effectively, ensuring long-term sustainability and success.

Explore related management topics: Risk Management Crisis Management Disruption Compliance

Strategic Planning FAQs

Here are our top-ranked questions that relate to Strategic Planning.

How can strategic planning processes be adapted to better incorporate stakeholder feedback, including customers, employees, and partners?
Incorporating stakeholder feedback into Strategic Planning enhances decision-making and strategy agility through continuous engagement, advanced analytics, and establishing feedback loops and accountability mechanisms. [Read full explanation]
What role does data analytics play in enhancing the strategic planning process, especially in identifying emerging market trends?
Data analytics is crucial in Strategic Planning, enabling organizations to identify market trends, make informed decisions, and position for future growth through evidence-based insights. [Read full explanation]
What are the key differences between Hoshin Kanri and traditional strategic planning methods?
Hoshin Kanri emphasizes Execution and Alignment, Continuous Improvement and Adaptability, and integrates Strategy and Tactics, contrasting with traditional methods' focus on plan creation without ensuring effective organization-wide implementation. [Read full explanation]
How should companies adjust their strategic planning processes to better anticipate and manage geopolitical risks?
Companies can better manage geopolitical risks by integrating Geopolitical Risk Assessment into Strategic Planning, enhancing Organizational Agility, and fostering Strategic Partnerships to secure competitive advantages. [Read full explanation]

Recommended Documents

Related Case Studies

Revamping Strategic Planning Process for a Financial Service Provider

Scenario: A financial service provider operating in a highly competitive environment seeks to revamp its existing Strategic Planning process.

Read Full Case Study

Strategic Planning Revamp for Renewable Energy Firm

Scenario: The organization, a mid-sized renewable energy firm, is grappling with a rapidly evolving market and increased competition.

Read Full Case Study

Strategic Planning Framework for a Global Hospitality Chain

Scenario: A multinational hospitality company is grappling with market saturation and intense competition in the luxury segment.

Read Full Case Study

Maritime Fleet Expansion Strategy for Competitive Global Shipping Market

Scenario: The organization is a global maritime shipping company that has been facing significant pressure to expand its fleet to meet increasing demand.

Read Full Case Study

Strategic Planning Revamp for Luxury Retailer in Competitive Market

Scenario: A luxury fashion retail company is grappling with the shifting dynamics of a highly competitive market.

Read Full Case Study

Strategic Planning Revamp for Boutique Luxury Brand in Competitive Market

Scenario: A firm operating within the luxury sector faces challenges in maintaining its competitive edge amidst a rapidly evolving market landscape.

Read Full Case Study

Explore all Flevy Management Case Studies




Flevy is the world's largest knowledge base of best practices.


Leverage the Experience of Experts.

Find documents of the same caliber as those used by top-tier consulting firms, like McKinsey, BCG, Bain, Deloitte, Accenture.

Download Immediately and Use.

Our PowerPoint presentations, Excel workbooks, and Word documents are completely customizable, including rebrandable.

Save Time, Effort, and Money.

Save yourself and your employees countless hours. Use that time to work on more value-added and fulfilling activities.



Download our FREE Strategy & Transformation Framework Templates

Download our free compilation of 50+ Strategy & Transformation slides and templates. Frameworks include McKinsey 7-S, Balanced Scorecard, Disruptive Innovation, BCG Curve, and many more.