What is Strategic Planning?

Strategic Planning for Entrepreneurs: Turning Strategy into an Actionable Plan

Problem

You might have a strong vision and a sense of your business strategy, but when it comes to turning that into a plan, things get messy. Many founders in South Africa either:

1. Never write anything down and operate in “permanent crisis mode”, or
2. Produce a thick strategic planning document once a year that no one reads or follows.

Both extremes lead to reactive decisions and wasted effort.

Approach

The research summarised here draws on Anderson, Poister & Edwards, Rhodes, Mintzberg, Graetz and Bryson.

They describe strategic planning as:

1. A logically sequenced process for strategic decision making (Anderson).
2. A process that forces executives to clarify goals, formalise communication, reduce reactive responses, and gather analysis (Poister &
   Edwards).
3. A process that starts with building strategic decision-making capability and shared buy-in (Rhodes).

Typical steps in a strategic planning process (from Poister & Edwards) include:

1. Planning for the planning process itself.
2. Stating mission, vision and values.
3. Assessing external and internal environments.
4. Stakeholder assessment.
5. Identifying and analysing key issues.
6. Setting goals.
7. Developing strategies to reach those goals.
8. Assessing feasibility.
9. Creating and implementing action plans.
10. Evaluating, monitoring and updating.

Other researchers critique or nuance this:

1. Schaffer & Willauer note that formal planning may discourage learning if it becomes rigid.
2. Mintzberg argues “strategic planning” is an oxymoron: planning is analysis, strategy is synthesis.
3. Graetz sees strategic thinking (imagination, innovation) and strategic planning (realisation and integration) as complementary.
4. Bryson highlights benefits: better communication, participation, decision making, implementation and learning.

This is conceptual and process research: it analyses how planning is supposed to work and how it often works in practice.

Results

Strategic planning, when done well:

1. Helps organisations clarify direction, prioritise and coordinate action.
2. Improves communication and accountability.
3. Can enhance learning, if treated as an evolving process rather than a rigid annual event.

But rigid, box-ticking planning can:

1. Kill learning and responsiveness.
2. Become a compliance document rather than a living tool.

Lessons for founders

What the research shows

1. Strategic planning is a structured process that links mission, analysis, goals, strategies and actions.
2. It’s most effective when:
   1. There is real buy-in and clarity of roles (Rhodes).
   2. It supports strategic thinking, not replaces it (Graetz).
   3. It is used for ongoing learning and adjustment (Bryson, Schaffer & Willauer).

What this
suggests you might try in your startup

1. Keep it lightweight but real.
   As an early-stage founder, you don’t need a 50-page plan. You do need:
   1. A 1–2 page summary of mission, vision, values.
   2. A simple analysis of your market and capabilities.
   3. 3–5 clear strategic priorities for the next 12–18 months.
   4. Concrete actions, owners and timelines.
2. Build buy-in, not just documents.
   In a small team, involve everyone in drafting the plan. For a micro-business, this could be a 2-hour session with your co-founder or key staff.
3. Plan for review, not perfection.
   Set a recurring calendar slot (monthly or quarterly) to review your strategic planning assumptions and adjust based on what you’re learning.
4. Clarify roles and accountability.
   Even in a team of three, assign:
   1. Who owns customer acquisition?
   2. Who owns operations and delivery?
   3. Who tracks cash flow?
5. Use planning to reduce “reaction mode”.
   In a volatile South African environment, you can’t predict everything. But a basic strategic planning process helps you avoid making every decision under pressure.