Why is it that strategic plans often languish on the shelf? Some would say it’s a matter of lazy executives but experience shows that it has more to do with creating the right context from the start.
A client I work with has an idea: “let’s put up our own website.” At first blush, it makes sense. Every organisation has one. It’s an easy, inexpensive way to let the world know you exist.
However, a brief survey of websites of similar organisations reveals an inconvenient truth: they are all embarrassingly stale. The layouts look tired. Not a single site is current, or has been updated in ages. Whoever had the original vision has long gone, leaving behind an obsolete artefact.
But it’s likely that when the idea was first pursued, people were excited. They invested personal energy in the project and when it was done, felt satisfied that their vision had come to life.
Unfortunately, they also made a deadly mistake. In their minds, the purpose of the activity was to produce an object (a website) versus to launch a process (a way to keep staff in touch with the public.) In other words, the context they created for the project was limited.