Why Most Strategic Plans Fall Flat

Nov 4, 2025 | Podcast

WAW ep 131 why most strategic plans fail

“Most strategic plans fall flat because they’re built for a future that changes faster than the plan can.”

Many organizations build ambitious five-year strategic plans, only to realize they’re outdated within months. They dust off their “five-year strategic plan” and try to figure out how to make it feel relevant. I’ve seen it countless teams pour months into building a massive plan that’s supposed to guide their future, only to realize a year later that the world has changed and their plan no longer fits.

In reality, most strategic plans fall flat. They’re too rigid for a fast-changing world. People leave, conditions shift, markets evolve, and within months, the plan that once looked so promising becomes outdated. When I work with organizations, I encourage them to take a different approach by considering shorter time frames, clearer priorities, and measurable goals that actually drive action.

A one-year strategic plan gives teams the flexibility to pivot when needed. It’s not that we shouldn’t look five years down the road. The focus of the plan should stay on what we can actually do this year to plant the seeds for that long-term vision. I’ve seen leaders struggle to hit their goals because they were spending all their time rewriting a plan instead of acting on it. A simple, focused plan beats a complicated one every time.

If you want a plan that truly works, start by narrowing it down to three to five key priorities for the year. Make them specific and measurable. Then, empower your teams to align their individual goals with those priorities.

When I think about the companies that thrive, they’re not the ones clinging to a ten-year roadmap. They’re the ones who know there will be priority shifts, they need to continue asking questions, and stay prepared to adjust as the winds change. Progress happens when strategy meets flexibility. That’s what keeps organizations moving forward, even when the playbook changes.