The idea of having an annual off-site retreat can be good in a limited number of cases. It can be effective to leave the office and see some particular processes (involved in product development) or to learn more about the culture of people in new markets. However, it is definitely a bad idea to have an off-site meeting that involves an opportunity to play golf. Strategic planning is a complex process that often requires several meetings where people are focused on achieving goals set previously (Moran 99). The meeting held by top management of Second National Bank could not be successful as all the members were thinking about playing golf rather than working on the plan.
It is also necessary to note that the entire process of planning was inefficient. A successful strategic planning process often involves work of a working group or even several working groups (Grünig and Kühn Process-Based Strategic Planning 55). Clearly, top management makes decisions but these decisions should be based on a thorough and comprehensive work of the working groups that come up with a draft plan. Furthermore, the leader of the group is unprepared to the meeting as he does not even remember what was on their strategic plan. At the same time, an efficient leader should have a particular agenda and a plan concerning the entire process (Bryson and Alston Creating Your Strategic Plan 60).
This involves having detailed information on the previous scheme, ideas concerning the new plan, information on the effectiveness of the previous program. More so, the leader did not even have any materials for the meeting. It has been acknowledged that participants of such a meeting should have all the necessary materials, and the previous plan is one of the central hand-outs (Mahal 150). Documents should be ready for the meeting, and participants should pre-read them to be prepared to discuss crucial points (Grünig and Kühn The Strategy Planning Process 254). It is also essential to have a particular evaluation of the previous plan. A review of the plan, which can be developed by a working group (or working groups), should be detailed.
It should also contain some recommendations based on the analysis of the previous plan (Bryson and Alston Creating and Implementing Your Strategic Plan 111). The new plan turned out to be almost the same as the participants were utterly unprepared for the meeting. They were even unable to comment on the effectiveness of the previous plan.
This can be also explained by the fact that the participants of the meeting had a golf game later. They could be unwilling to criticize each other’s performance during the year as they wanted to have a good foursome. At least, this would be the way I could feel in the same situation. I would feel uneasy if I had to spoil a friendly atmosphere that was present at the meeting. I would think of the game with the person who invited me. Apparently, this psychological aspect could also contribute to the complete failure of the planning process.
In conclusion, it is possible to note that the planning process was inefficient as it was not thoroughly planned, participants were unprepared, and the overall atmosphere was inappropriate. It was essential to evaluate the company’s previous plan and performance carefully and come up with a new strategic plan for the new year.
Works Cited
Bryson, John M., and Farnum K. Alston. Creating and Implementing Your Strategic Plan: A Workbook for Public and Nonprofit Organizations. San Francisco: John Wiley & Sons, 2010. Print.
Creating Your Strategic Plan: A Workbook for Public and Nonprofit Organizations. San Francisco: John Wiley & Sons, 2011. Print.
Grünig, Rudolf, and Richard Kühn. Process-Based Strategic Planning. New York: Springer Science & Business Media, 2010. Print.
The Strategy Planning Process: Analyses, Options, Projects. New York: Springer, 2015. Print.
Mahal, Artie. Facilitator’s and Trainer’s Toolkit: Engage and Energize Participants for success in Meetings, Classes and Workshops. Basking Ridge: Technics Publications, 2015. Print.
Moran, Alan. Managing Agile: Strategy, Implementation, Organization and People. New York: Springer, 2015. Print.