{"id":10433,"date":"2019-03-08T15:27:03","date_gmt":"2019-03-08T21:27:03","guid":{"rendered":"https:\/\/blog.planview.com\/?p=10433"},"modified":"2019-08-15T11:10:56","modified_gmt":"2019-08-15T16:10:56","slug":"types-of-planning-crucial-to-delivering-on-strategy","status":"publish","type":"post","link":"https:\/\/blog.planview.com\/types-of-planning-crucial-to-delivering-on-strategy\/","title":{"rendered":"Types of Planning Crucial to Delivering on Strategy"},"content":{"rendered":"

\"Types<\/p>\n

Today\u2019s world of work is fraught with complexity and an ever-increasing need for speed. This is simply a reality organizations must come to realize. However, these conditions cause planning deficiencies to be magnified. In this blog series, we will be discussing five types of planning that are crucial to delivering on strategy with a dynamic and continuous approach. Let\u2019s jump right in to part one.<\/p>\n

Consider this: how many times have you or a colleague joined dozens of co-workers for two or more days of an annual offsite planning event? And of the plans that came out of those sessions, how many were actually implemented and carried out over the next 12 months?<\/p>\n

Probably not many.<\/p>\n

In fact, you might remember the dinners or happy hours that followed those long hours of planning more than any new strategic finding or direction. That\u2019s okay; you\u2019re not alone.<\/p>\n

Planning is hard, especially in this era of digital transformation when everything is more complicated and interconnected. Our penchant for applying technology to every problem often makes innovations and development more complicated.<\/p><\/blockquote>\n

\"Planning<\/a><\/h2>\n

Our efforts to stay ahead of the competition frequently fall short for two primary reasons:<\/strong><\/h2>\n
    \n
  1. We fail to realize that planning requires more than just technology.<\/li>\n
  2. We put all our efforts into one comprehensive rock-solid plan that we think will endure everything the market and our competitors will throw at us for the rest of year.<\/li>\n<\/ol>\n

    Truly successful plans include so much more than technology. They require people, strategies, work, outcomes, and<\/em> technology. And they must be built with the realization that all of these elements will change.<\/p>\n

    Planning must take into account teams that are increasingly more virtual and tasked with collaborating across time zones, cultures, and disciplines. Planners must synthesize and analyze variables such as project status, customer demands, market conditions, competitive moves, and new technologies\u2014all of which are fluid and unpredictable.<\/p>\n

    In this five-part series will help you understand how to apply a dynamic and continuous approach to developing a successful plan for the long haul.<\/strong><\/p>\n

    We\u2019ll show you how to develop and implement planning processes that are integrated and continuous, enabling you to adjust and react to new information and take advantage of emerging opportunities.<\/p>\n

    We\u2019ll help you understand and consider different types of planning, including project financial planning, annual planning, strategic planning, capacity planning, and roadmapping. We\u2019ll go over how to outline these plans in a way that is more continuous and agile.<\/p>\n

    Stick with us and in the end, you\u2019ll understand what it takes to create plans that will enable you to continuously connect strategy to delivery.<\/p>\n

    Let\u2019s start with the basics<\/strong><\/h3>\n

    Planning is often described as either tactical or strategic, although some people struggle to tell the difference. \u00a0In both cases, planning is treated as a static and linear process, lacking critical planning elements such as continuous processes, feedback loops, and measurements of results. These plans are laid out as if nothing will ever change. Customer demands, pricing, global politics, etc. will all remain the same; so therefore the plan will never have to evolve. It\u2019s like planting pansies in January and expecting them to flourish in August.<\/p>\n

    Organizations often fail for three main reasons, as cited by Forrester<\/strong>:<\/p>\n