ABSTRACT
This chapter demonstrate how no single ‘standard’ strategic planning process can meet the needs of all organisations. The organisation’s strategy journey had started, not as a result of some detailed project plan, but from people talking and – importantly – listening, to achieve a common understanding of the challenges and how they were going to work together to address them. The emphasis on rapid change has led to the adoption of a more dynamic approach to the development and implementation of strategy, with an emphasis on adaptability and organisational agility to react rapidly to changing circumstances or emerging opportunities. The concept of strategic planning as an organisation’s strategy journey is useful also when we consider the life cycle of a strategic plan. The organisation’s first strategic plan set a clear direction, and in the initial stages of implementation this intended strategy was being realised.
