{"id":28939,"date":"2013-10-02T12:43:04","date_gmt":"2013-10-02T16:43:04","guid":{"rendered":"https:\/\/balancedscorecard.org\/staging\/?p=28939"},"modified":"2022-08-23T11:08:17","modified_gmt":"2022-08-23T15:08:17","slug":"the-post-retreat-strategic-planning-letdown","status":"publish","type":"post","link":"https:\/\/balancedscorecard.org\/staging\/blog\/the-post-retreat-strategic-planning-letdown\/","title":{"rendered":"The Post-Retreat Strategic Planning Letdown"},"content":{"rendered":"<p>[et_pb_section bb_built=&#8221;1&#8243;][et_pb_row][et_pb_column type=&#8221;4_4&#8243;][et_pb_text _builder_version=&#8221;3.0.89&#8243; background_layout=&#8221;light&#8221;]<\/p>\n<p>On the radio the other day there was mountain climber that shared her experience standing atop Mount Everest. She said that while standing on that summit she was surprised to find that rather than revel in her achievement and enjoy the view that so relatively few people have seen, her thoughts were dominated by an unexpectedly unsettling realization: <strong><em>now, I have to get back down<\/em><\/strong>. Besides the fact that getting back down was in some ways physically harder than climbing up, the bigger problem was that her primary motivation \u2013 to reach the summit \u2013 had been achieved. Reaching that summit had been an inspirational goal driving her through each step of the journey; from the mundane strength training years earlier to those final few steps. Her simple primary motivating factor now would take a very different form: <strong><em>survival<\/em><\/strong>.<img loading=\"lazy\" decoding=\"async\" class=\"alignright size-medium wp-image-28940\" src=\"https:\/\/balancedscorecard.org\/staging\/wp-content\/uploads\/2017\/11\/mntclimb-300x200.jpg\" alt=\"\" width=\"300\" height=\"200\" \/><\/p>\n<p>This type of letdown is common to any major achievement or milestone in life. So it\u2019s not unexpected that a similar phenomenon occurs in the strategic management world. Most commonly, this letdown occurs <strong><em>as soon as the big planning retreat event is over<\/em><\/strong> and the resulting documentation has been put together. Once the strategy team has formulated strategy, developed a strategy map, identified performance measures, prioritized initiatives, and rolled everything out to the entire organization, the team stands at the top of that mountain of work and thinks <strong><em>we did it, now what?<\/em><\/strong><\/p>\n<p>Unfortunately, this is the point that too many organizations realize that the real work was not in writing the plan but in the execution of all of those grand ideas. They let the process run out of steam and begin getting too distracted by day-to-day problems and operational concerns to follow through.<\/p>\n<p>So how do you avoid the post-retreat strategic planning letdown?\u00a0 Here are a few tips:<\/p>\n<ul>\n<li><strong>Don\u2019t think of strategy as an event:<\/strong> Many people still think that the only time you should talk about strategy is after playing golf during a big retreat.\u00a0 Strategy management is about making strategy a part of day-to-day management. Try to institutionalize the strategic thinking process that was used to develop the plan. Make strategy everybody\u2019s job instead of just the management team. Incorporate strategy into the day-to-day agenda.<\/li>\n<li><strong>Prioritize &amp; keep things simple:<\/strong> No organization can do everything for everyone. Select 3-4 high level goals to focus on to start and a few high-priority initiatives to support each goal. Manage your initiative list down to get to the select few.<\/li>\n<li><strong>Focus on process improvement instead of judging people:<\/strong> ownership and accountability are needed, but if you want to develop a continuous improvement culture, employees cannot worry about getting punished every time they report bad news. Underperformance is more often than not the result of a process failure and so that\u2019s where the focus should be.<\/li>\n<li><strong>Use technology for analysis and information sharing:<\/strong> Some organizations fail to fully analyze the data they are collecting or short-circuit their strategy execution success by choosing to use spreadsheets for performance analysis.\u00a0 Remember that it isn\u2019t helpful for a single analyst to fully understand how the organization is performing. Information sharing and dialog are critical in helping turn information into knowledge and understanding so that leaders can make better strategic decisions.<\/li>\n<\/ul>\n<p>For more suggestions on how to avoid this letdown, see the Sustaining and Managing with the Balanced Scorecard chapter of <em>The <a href=\"https:\/\/balancedscorecard.org\/staging\/Shop\/ProductDetails\/tabid\/498\/ProductID\/1\/Default.aspx\" target=\"_blank\" rel=\"noopener\">Institute Way: Simplify Strategic Planning and Management with the Balanced Scorecard<\/a><\/em>.<\/p>\n<p>[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>\n","protected":false},"excerpt":{"rendered":"<p><div class=\"et_pb_row et_pb_row_0 et_pb_row_empty\">\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t<\/div> On the radio the other day there was mountain climber that shared her experience standing atop Mount Everest. She said that while standing on that summit she was surprised to find that rather than revel in her achievement and enjoy the view that so relatively few people have seen, her thoughts were dominated by [&hellip;]<\/p>\n","protected":false},"author":4,"featured_media":28940,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"","_et_gb_content_width":"","content-type":"","footnotes":"","_links_to":"","_links_to_target":""},"categories":[1],"tags":[25,23],"class_list":["post-28939","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized","tag-strategic-planning","tag-strategy"],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v20.13 (Yoast SEO v23.3) - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>The Post-Retreat Strategic Planning Letdown - Balanced Scorecard Institute<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/balancedscorecard.org\/staging\/blog\/the-post-retreat-strategic-planning-letdown\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"The Post-Retreat Strategic Planning Letdown\" \/>\n<meta property=\"og:description\" content=\"On the radio the other day there was mountain climber that shared her experience standing atop Mount Everest. She said that while standing on that summit she was surprised to find that rather than revel in her achievement and enjoy the view that so relatively few people have seen, her thoughts were dominated by [&hellip;]\" \/>\n<meta property=\"og:url\" content=\"https:\/\/balancedscorecard.org\/staging\/blog\/the-post-retreat-strategic-planning-letdown\/\" \/>\n<meta property=\"og:site_name\" content=\"Balanced Scorecard Institute\" \/>\n<meta property=\"article:publisher\" content=\"https:\/\/www.facebook.com\/StrategyManagementGroup\/\" \/>\n<meta property=\"article:published_time\" content=\"2013-10-02T16:43:04+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2022-08-23T15:08:17+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/balancedscorecard.org\/staging\/wp-content\/uploads\/2017\/11\/mntclimb.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"616\" \/>\n\t<meta property=\"og:image:height\" content=\"411\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"David Wilsey\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:creator\" content=\"@BSCInstitute\" \/>\n<meta name=\"twitter:site\" content=\"@BSCInstitute\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"David Wilsey\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"3 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\/\/balancedscorecard.org\/staging\/blog\/the-post-retreat-strategic-planning-letdown\/#article\",\"isPartOf\":{\"@id\":\"https:\/\/balancedscorecard.org\/staging\/blog\/the-post-retreat-strategic-planning-letdown\/\"},\"author\":{\"name\":\"David Wilsey\",\"@id\":\"https:\/\/balancedscorecard.org\/staging\/#\/schema\/person\/fc6bce5df8a4613f373c6517da6515fc\"},\"headline\":\"The Post-Retreat Strategic Planning Letdown\",\"datePublished\":\"2013-10-02T16:43:04+00:00\",\"dateModified\":\"2022-08-23T15:08:17+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\/\/balancedscorecard.org\/staging\/blog\/the-post-retreat-strategic-planning-letdown\/\"},\"wordCount\":608,\"commentCount\":0,\"publisher\":{\"@id\":\"https:\/\/balancedscorecard.org\/staging\/#organization\"},\"image\":{\"@id\":\"https:\/\/balancedscorecard.org\/staging\/blog\/the-post-retreat-strategic-planning-letdown\/#primaryimage\"},\"thumbnailUrl\":\"https:\/\/balancedscorecard.org\/staging\/wp-content\/uploads\/2017\/11\/mntclimb.jpg\",\"keywords\":[\"strategic planning\",\"strategy\"],\"inLanguage\":\"en-US\",\"potentialAction\":[{\"@type\":\"CommentAction\",\"name\":\"Comment\",\"target\":[\"https:\/\/balancedscorecard.org\/staging\/blog\/the-post-retreat-strategic-planning-letdown\/#respond\"]}]},{\"@type\":\"WebPage\",\"@id\":\"https:\/\/balancedscorecard.org\/staging\/blog\/the-post-retreat-strategic-planning-letdown\/\",\"url\":\"https:\/\/balancedscorecard.org\/staging\/blog\/the-post-retreat-strategic-planning-letdown\/\",\"name\":\"The Post-Retreat Strategic Planning Letdown - 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