Why Complicated Plans Often Fail- and What to Do Instead
- roland00047
- Jun 28
- 3 min read
In theory, strategic planning should bring clarity and focus. But too often, it does the opposite: creating thick binders full of ambitions that quickly gather dust.
Complicated strategic plans fail because they mistake volume for vision. They focus on everything that "could" be done, rather than identifying what must be done. They leave organizations paralyzed by too many priorities, too many metrics, and too much pressure to be all things to all people.
In my experience working with nonprofits of all sizes, the most successful strategic plans share one common trait: simplicity with discipline.
A simple, focused plan has:
A clear definition of success. What does "winning" look like for your organization over the next 3–5 years?
A handful of true priorities. Not 15 goals. Three to five.
Ownership and accountability. Who is responsible for what? How will progress be tracked?
Built-in flexibility. A good plan is a living document, not a rigid contract.
The Plan
I've often compared strategic planning to personal fitness. Everyone can write a 20-page ideal workout schedule. Very few can stick to it. The ones who succeed aren't the ones who plan the most—they're the ones who create habits that survive real life.
The same goes for organizations. A strategic plan must fit the size, culture, and reality of the nonprofit it serves. A brilliant strategy that never gets used is far less valuable than a practical strategy that drives daily action.
The Four Questions
When I facilitate planning sessions, I urge boards and leadership teams to focus on these four questions:
"What is truly mission-critical?"
"What will we stop doing to focus on what matters?"
"How do we measure progress simply and honestly?"
“Where do we want to be in three to five years”.
The goal isn't a "perfect" plan.It's a plan that breathes. A plan that energizes people, rather than overwhelming them. |
Making It Real
I began a strategic planning process for an ambitious non-profit about four years ago. They had a growing brand and inspired leadership, a board willing to work towards success, and a willingness to change.
We began by assessing staff and resources to align mission capabilities to achievable deeds. We worked through a complete SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats) to help focus on priorities. Then, we began implementation. By the end of year one, the organization was metamorphosing at a blazing pace. Today, they are not what they once were, with much more to come.
Step by step, we built and activated a workable plan, and along the way, I reminded leadership that the key was to create plans that would NOT sit on a bookshelf.
Kindly, I must admit that I smile knowingly at the anxiety and uncertainty of today’s world. Has it ever not been? (I'm channeling David Bryne's song) .... This year’s crisis is always next year’s history lesson.
When you plan with clarity of purpose and define achievement, you can get to where you want to go. When you focus on the few things that matter most, you give your organization the greatest chance to thrive — in any environment.
Looking ahead with you,
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