10
Sep
Malcolm Kambanzera Many organisations have strategic plans. Far fewer have strategies. Every few years, boards and management teams retreat to conference rooms, revisit their vision and mission, conduct a SWOT analysis, formulate strategic objectives and eventually produce an “impressive document” setting out where the organisation intends to be over the next three to five years. The document is approved. It is presented to employees. Sometimes it is professionally designed, printed and displayed prominently. Then ordinary business resumes. This is where one of the most persistent misconceptions in organisational management begins: the assumption that having a strategic plan means that an…
