Continuous, Decision-Oriented Planning Once the company as a whole has identified its most important strategic priorities typically in an annual strategy updateexecutive committee dialogues, spread throughout the year, are set up to reach decisions on as many issues as possible.
The company gets the best of both worlds—disciplined decision making and superior execution.
Is it any wonder? A "forecast" is typically a combination of actual performance year-to-date plus expected performance for the remainder of the year, so is generally compared against plan or budget and prior performance. At the corporate level, for example, the company has put in place a rolling six-month agenda for its executive committee dialogues, a practice that allows everyone inside Cardinal to know what issues management is working on and when decisions will be reached.
By separating—but linking—planning and execution, Boeing makes faster and better decisions.
If you're thinking of cutting costs by whipping up a quick video on your smartphone with your employees as cast and crew, keep in mind that as for brand perception, a poor-quality video is worse than no video at all: Source The pros of working with a good production company is that they value their work.
But in the real world, managers make strategic decisions continuously, often motivated by an immediate need for action or reaction.
As such, the process is completely at odds with the way executives actually make important strategy decisions, which are neither constrained by the calendar nor defined by unit boundaries. The executive committee engages in two dialogues for each issue at three to four hours each.
UntilTextron had a fairly traditional strategic planning process.