Now we will bring closure to the series. We will briefly address how to keep a strategic plan fresh, alive, and well throughout the intended planning time frame. Finally, we'll take a quick look at all of the available planning approaches that might be considered for use. Keeping on Track One of the greatest pitfalls in strategic planning is actually executing the plan over a period of several years and keeping the plan relevant and active during this time. The danger is that, in the urgency of daily battles, the plan takes a back seat.
Many organizations have a strategic plan but it winds up on the shelf.
It becomes merely a monument to an initial improvement commitment and good intentions, but is not a driving force for the organization. The mechanisms for avoiding this fate are a combination of regular reexamination of the plan and the establishment of measurement techniques and reinforcement programs. Therefore, the first guideline for keeping a plan alive is to have routine scheduled progress review meetings on a monthly or quarterly basis, depending on the activity level and time frame of the plan. Plans with high activity deserve monthly detailed reviews of progress. At the very least, the progress and activity of a plan should be reviewed in a quarterly meeting, during which time those responsible and accountable for various aspects of the plan should report their progress and plans for the next quarter.