Long Live Strategic Planning

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Long Live Strategic Planning

One of my colleagues, who literally wrote the book on strategic management, recently told me, “Strategic planning as we knew it is dead.” I was taken aback, to put it mildly. After some reflection, this assessment was difficult to deny. The old approach to strategic planning relied on a few executives or consultants, interpreting limited data through their own experiential lenses and inevitable biases. Focus groups were small, often unrepresentative and prone to misinterpretation. These flawed processes led to half-baked strategies that did not reflect the true needs or realities of the organization. We have all seen the strategy binders gathering dust on the bookshelf.

Today, we have modern technologies that allow organizations to gather insights systematically, directly from those who matter most. The new approach identifies the most important strategic needs, quantifies their feasibility or difficulty and ensures alignment with the organization’s mission. Instead of relying on a few voices, it harnesses the collective wisdom of stakeholders through data-driven methods.

The Old Model: Flawed and Narrow

In the past, strategic planning was a top-down affair or an outside-in process using consultants. A handful of people would craft a strategy based on limited views, relying on generic strategies as a basis for future plans. Focus groups were poorly designed and narrow in scope. They captured opinions from a select few, missing out on diverse perspectives. Even worse, the data from these groups were often “interpreted” by consultants or senior leaders, adding another layer of bias. Strategic decisions became guesswork, driven more by gut feeling than by hard facts. The result? Plans that failed to adapt to changing environments and missed crucial opportunities.

The New Era: Data-Driven and Inclusive

Today’s strategic planning is built on the foundation of data, not intuition or limited input. The process starts by casting a wide net, gathering insights from employees, leaders and stakeholders across the organization. Technology now enables organizations to systematically gather, sort and analyze feedback, allowing for a much broader, more accurate picture of what’s truly needed. For example, rather than relying on the input of a few focus group participants, today’s tools can engage hundreds of stakeholders. In this stakeholder engagement process, participants respond to targeted questions and their responses are ranked and scored by others. This not only democratizes the process but ensures the organization is hearing from everyone—not just the loudest voices in the room.

From Guesswork to Science

In the old model, feasibility was often judged by gut instinct. Modern strategic planning employs a more scientific approach informed by years of management research. After gathering input, the organization uses statistical methods to rank ideas based on both their importance and feasibility. The shift from intuition to analysis means fewer missteps as leaders’ preconceptions are often challenged. Every idea is assessed based on observations from a larger set of roles and perspectives. Strategies are no longer vague or aspirational—they are rooted in hard data and clearly defined steps.

Aligning Strategy With Mission

Old strategies often failed to align with the organization’s mission because they were crafted in isolation, without considering whether the goals truly supported the core purpose of the organization, its history or culture. Modern strategic planning solves this problem by using data to ensure that every strategic objective ties back to the mission. Concept maps and other statistical analyses are used to align ideas with the organization’s mission. It is not about pursuing random initiatives. It’s about designing a strategy that reflects the organization’s long-term goals.

Results You Can Act On

The output of this new, tech-driven approach is far more actionable. Instead of vague objectives, organizations now receive detailed concept maps and concrete steps for moving forward. These steps are measurable, achievable and directly aligned with the organization’s mission. This process—brainstorm, summarize, sort, rate—ensures that no idea is overlooked, and that the best ideas rise to the top. Organizations can see in clear terms which ideas are most important, which are feasible, and which align with their core purpose.

The Future of Strategic Planning

Modern strategic planning is about gathering broad input, systematically analyzing data and creating strategies that reflect the needs of the organization. It is about turning collective intelligence into clear, actionable steps. We now have technological processes that are smarter, more inclusive and driven by data. The organizations that embrace this new model will thrive in an increasingly complex world.


Eric W. Ford, PhD

Eric W. Ford, PhD, is editor, Journal of Healthcare Management.

Editor’s Note: This content has been excerpted from “Strategic Planning is Dead. Long Live Strategic Planning,” Journal of Healthcare Management, vol. 69, no. 6.