Such plans were born in the early 1920s to better manage unpredictable business cycles, and by the 1950s had evolved into short-term budgeting exercises. It’s time for change.
BY KAIHAN KRIPPENDORFF [4 MINUTE READ]
“We put the ‘strategic’ in strategic planning,” said Michael Froehls, a brilliantly creative strategist who led the internal strategy consulting group for Citigroup and was head of strategic planning at MetLife International.
Froehls, as it happens, also just joined our consulting firm, Outthinker. We spent a recent day together in Las Vegas, walking through our approach and IP, when I asked him how he would describe what we do.
At first his response sounded like just a cute, clever turn of phrase, but the depth of his point has grown on me. As the year ends, we are flush with work, helping profit centers, IT groups, and business units design next year’s strategic plans. You are probably up to some version of this yourself. Whether you call it a strategic plan or your business or operating or market or staffing plan, you are bringing 2013 to a close and defining what you will do next year.