When Strategy Stays on Paper: What Strategic Planning Really Reveals About Organizational Culture
Recently, I’ve been researching strategic planning and its effects on organizational operations. What I’ve found is that strategic planning only makes a real impact when it’s done differently — when it’s inclusive, clearly communicated, and not limited to a traditional 3–5-year lens.
Too often, strategic planning is treated like a formality. A board retreat happens, a vision document gets produced, and a few goals are written down somewhere that most people in the organization never see again. On paper, that looks like strategy.
In practice, it often looks like confusion.
Who Drives the Plan?
In many organizations — schools, nonprofits, and businesses alike — strategic planning is driven by the board and the Chief Executive Officer (CEO). That’s not necessarily wrong, but when those two groups are the only ones involved, something important gets lost.
The goals may exist, but the ownership doesn’t.
When strategy isn’t clearly communicated or tied to daily work, there’s little accountability or alignment. The plan becomes a leadership artifact instead of a shared roadmap.
A Common Story: The Plan That No One Remembers
In one organization I observed, a strategic planning process was rolled out with enthusiasm and structure. There was a designated point of contact who tracked progress and kept things organized. But when that person left and a replacement stepped in, the communication rhythm stopped.
The only follow-up came months later, when a senior leader emailed teams asking for updates on the goals that had been set.
The problem?
When staff were asked about those goals, most didn’t know what they were. Some didn’t even know any goals had been set at all.
The issue wasn’t the framework — it was the lack of follow-through and communication.
Why Traditional Strategic Planning Falls Short
The traditional 3–5-year strategic plan assumes stability — steady leadership, predictable budgets, and consistent priorities. But that’s not how most modern organizations work anymore.
Teams shift, priorities change, and external pressures evolve faster than any five-year plan can predict.
When plans aren’t revisited regularly or communicated widely, they quickly become irrelevant.
And when they’re created by leadership without broad participation, they fail to capture the perspectives of the people closest to the work.
Strategic planning shouldn’t be an event — it should be a living practice.
Strategy as a Living Culture
A good strategic plan isn’t a product — it’s a process that builds shared understanding.
That means:
Involving more stakeholders in the planning itself.
Talking about the goals often — not just during annual reports.
Revisiting and revising when conditions change.
When organizations make strategy part of the culture — not just a leadership exercise — staff feel ownership, communication improves, and accountability becomes organic.
Without that connection, strategy doesn’t drive operations — operations drift without direction.
What This Teaches Us About Culture
When people don’t know the goals, it’s not a motivation problem — it’s a communication problem.
When plans fade after leadership changes, it’s not a systems issue — it’s a culture issue.
Plans don’t fail because they’re bad. They fail because they’re silent.
VibeCheck Insight
When organizations say their strategy “isn’t working,” it’s rarely the framework.
It’s usually because the culture around communication and ownership wasn’t built.
Involve more voices in the planning process.
Keep goals visible and discussed.
Treat strategic planning as ongoing, not episodic.
That’s how you move from strategy on paper to strategy in practice.