Only 10% of organizations accomplish more than two-thirds of their strategy objectives, according to a recent survey by Cascade. Having worked for over three decades with organizations that do a lot of strategic planning, this sounds about right.  

In our experience, the real problem is that a typical strategic plan won’t address the actual factors that decide whether it actually gets done or quietly stalls out. These factors live hidden behind closed doors, in the minds of key leaders and stakeholders who know the real challenges intimately—but may not be inclined to acknowledge or overcome them. 

What Hides Behind Closed Doors

I’ve been in many meetings with key leaders and stakeholders where, for a variety of reasons, they choose to remain silent rather than raise critical issues or opinions that should be part of an effective strategic planning process. A few examples:

• A board chair who voices full support for the new plan, but privately doubts it can be pulled off.
• A prominent business leader who engages politely but will only admit in a one-on-one about relational conflicts that will stall the plan before it starts.
• A municipal leader who knows there are political fault lines that will prevent success but cannot mention them out of self-preservation.
• A reliable funding prospect who knows their firm will be expected to make a large investment, but doesn’t mention that such requests now have to be approved by new, out-of-town ownership.

Every community in America has a set of unique dynamics just like these that must first be discovered and then navigated alongside strategic planning to achieve its desired outcomes. Unfortunately, because of their process, most strategic planning consultants will never even be aware of these potentially deal-killing hurdles.

What Big-Name Consultancies Might Miss

Big-name consultancies primarily rely on secondary data sources, like demographics, macroeconomic trends, location quotients, rankings, forecasts, etc. This data, though insightful and a solid bedrock for strategic planning, rarely factors in the practical steps required to navigate complex, unique factors inherent to any community. Their resulting plans are excellent more often than not, yet still do not capture:

• Power struggles between organizations, agencies, and institutions
• Quiet resistance from leaders who disagree with the direction
• “Third rail” topics no one will touch publicly
• Disconnects between the organization’s vision and community priorities
• Subjective community factors that belie objective data

These data-driven plans speak with authority in the eyes of business and community leaders, and are typically worthy of pursuit. But when the time comes to implement, chambers of commerce and economic development organizations (EDOs) can find it a struggle at best or impossible at worst. 

What Independent Consultants Might Miss

Independent consultants increasingly have access to data, yet largely still rely on workshops, roundtables, retreats, community charrettes, etc. Through this process, enthusiasm grows for a new plan commensurate with their skill, experience, and charisma—and leaders feel their perspectives have been heard and represented. Yet, the full scope of hurdles may eclipse independent consultants for all the same reasons as big-name consultants, plus the shortcomings inherent to a relational, group feedback environment:

• Self-censorship to avoid exposure
• Sweeping controversial issues under the rug in hopes this plan might work
• Leaving messy truths unaddressed—because they’re messy

In both cases, the reality of what goes on behind closed doors will dictate the success or failure of their plan. And, two or three years down the road, a new leader or set of leaders will try again. 

Closed Doors Can Solve Problems, Too

What’s generally missing in the strategic planning playbook is insight into the quiet forces that, if left unaddressed, spell failure for a strategic plan long before its conception. Instead of treating closed doors as barriers, NCDS leverages them to offer the most influential leaders in a community the secure, confidential space to reveal:

• What they really support vs. what they say in public
• Where resistance hides, and how to overcome it
• Where conflict festers, and how to build consensus
• Which priorities are both relevant and fundable

Anything short of this level of listening, discovery, and practical pursuit of “better” might peg your chances at a successful strategic plan in the single digits. 

NCDS’ Roadmap

This process is the critical foundation for NCDS’ new Roadmap to Relevance & Revenue. Over the course of several weeks, we conduct roughly 25 one-on-one interviews with key stakeholders and influencers to fully understand the real dynamics impacting the future of your community, and your organization. This, accompanied by deep research, analysis, a situational assessment, and step-by-step recommendations, comprises an actionable roadmap so you always know what you’re doing, what’s next, and why. 

The Roadmap is affordable for almost any organization and may replace your need for a strategic plan entirely. If not, it will give you the actionable plan you need to see yours come to fruition. We only accept 10 engagements per year, so let us know if you would like to learn more. 

Click here to download the Roadmap to Relevance & Revenue brochure. 

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