7 Questions Behind Successful Strategic Plans

Updated: Jul 6

If there's one thing I've learned from my clients over the past 20 years, it's that classic approaches to strategic planning are too rigid, burdensome, and ultimately ineffective. I decided to launch this blog series to distill and share state-of-the-art approaches used by renowned consulting firms to help organizations produce light-footprint, systems-oriented, and talent-centered strategies.

Unlike Deloitte, McKinsey, and Accenture however, the approach I use as an independent consultant at the Transformative Learning Institute is accelerated, comes at a fraction of the cost and time, enables close and consistent care, and produces internal capacities that eliminate (rather than reinforce) an organization's dependency on consultants.

Throughout this series, I'll provide links to short-form assessments, conversation starters, and a personally curated list of the best resources I've discovered!

In 1831, Katsushika Hokusai produced a breathtaking woodblock print titled The Great Wave off Kanagawa. Said to represent a sacred geometry, this highly recognizable work resembles the plight of modern organizations who are thrust about like paper boats. In the wake of a global pandemic, war, economic uncertainty, civil unrest, and a torrent of advanced technology, organizations must improve the way they develop and execute strategic plans.