When complexity creates confusion

Strategic planning – it’s an idea as old as time… simply a set of insights from which organisations can develop a framework to guide future decisions. And yet, so often strategic plans fail to have cut through or gather dust on the shelf of never-implemented ideas.

We consider a few of the key reasons why strategic plans fail to take flight.

Number 2.    When complexity creates confusion (we’ve already covered number 1 here!)

It's not uncommon to see strategic plans that are overly detailed, lengthy, and complex. According to Harvard Business Review, some 60-90% of plans never fully launch, and often, the plan itself is the issue.

When strategic plans are too long and complex, they can create an unachievable workload for management teams. Plans with a large number of priority areas, goals and measures, can be difficult to digest and execute, leading to confusion and creating issues with prioritisation and implementation. This can result in a lack of alignment and coordination across departments, hindering the organisation's ability to implement the plan effectively.

Complex and lengthy plans can also create confusion for staff, who are generally the front-line in service delivery and customer engagement. Complex and lengthy strategic plans make it more difficult for staff to understand the plan and their role in helping to achieve it. This lack of clarity can lead to feelings of uncertainty and disengagement, as employees struggle to see how their contributions fit into the broader strategic picture.

Moreover, when staff are unsure about what is expected of them, it can impact their feelings of worth and value in the workplace. This can lead to issues of negative workplace culture, as employees may feel unappreciated or undervalued, leading to decreased morale and productivity.

To avoid the pitfalls of strategic complexity, a good strategic plan should be succinct, and abide by the three to five rule – three to five priorities that align with your vision, mission and values, and three to five actionable initiatives within each priority.

By keeping strategic plans simple and concise, organisations can minimise the risk of failure to launch and increase the likelihood of successful implementation.