WSU’s System Strategic Plan – It’s not just a decoration for your office shelf!

Why strategic plans fail

Most, if not all, higher education institutions have a strategic plan. They are a crucial component of any organization’s success, yet they are often criticized for failing to deliver on their ambitions. This is not an unfounded criticism—it is widely acknowledged that many organizations struggle with putting their plans into action. Studies show that anywhere from 60 to 90 percent of strategic plans are doomed to a life of loneliness on the shelf, collecting dust and memories of what could have been.

Why do so many strategic plans break down in execution? There are many reasons, from lack of ownership and poor communication to misaligned priorities and lack of adaptability. These obstacles can be tough to overcome, especially in today’s rapidly changing world where factors like COVID-19 can also impact progress. Despite these challenges, it’s important for organizations to stay focused and work toward successfully implementing their strategic plans.

WSU’s approach for success

So, how are we avoiding a strategic plan failure at WSU and putting the spotlight where it truly matters—on implementation? Following are some of the key approaches we are taking to avoid common pitfalls and yield effective results.

• Ownership: The Office of Strategy, Planning, and Analysis (OSPA) serves as the hub for coordinating and implementing all system strategic planning initiatives. However, effective ownership of a strategic plan is a collaborative effort that encompasses all members of an institution. With the support of an engaged Board of Regents, institutional leaders, and dedicated stakeholder groups such as the Faculty Senate and the Administrative Professional Advisory Council, the system plan receives ongoing review through regular meetings and presentations. The system’s plan stays current and flexible through collective responsibility across multiple levels of the organization and sustained feedback from the institution’s stakeholders.
• Communication: Our efforts in OSPA focus on establishing a robust framework for clear and consistent communication about the system strategic plan. OSPA is supported by marketing and communications directors from each campus in the WSU system who serve on a Communications Sub-Committee as a component of the System Strategic Planning Coordinating Council. This distinguished team provides invaluable guidance and support for OSPA’s strategic plan communication efforts and helps ensure stakeholder alignment, transparency and trust, and clarity around each person’s role in the plan’s success.
• Strategic Alignment: OSPA will spearhead the development of a structured approach to planning that will not only incorporate the perspectives and experiences of our stakeholders but also will align budgeting and other key planning processes with strategic planning. This effort will also focus on developing greater alignment between our campus, college, and unit plans and the system strategic plan.
• Adaptability: Strategic plans are dynamic in nature and must evolve to meet changing internal and external conditions. The recent revision of the system strategic plan reflects this, as it encompasses a revised vision, updated descriptions, and assumption statements that consider new realities. Ongoing monitoring of internal and external factors such as resources, trends, and advancements is crucial in the planning process, as it provides insights into the factors that may impact WSU in the future. To guarantee its effectiveness, OSPA will continue to evaluate and adjust the system plan through regular review and adaptation.

These are but a glimpse into the comprehensive approach we are taking to implement the system’s strategic plan. This includes prioritizing goal areas, setting targets, and monitoring progress. While we are proud of our progress, we recognize that there is room for growth and improvement. Our commitment to excellence drives us to continuously refine and optimize our processes to ensure that the WSU system plan is fully executed, yielding meaningful results and fulfilling its intended purpose.

References & Further Reading

• 4 common reasons strategies fail. Harvard Business Review. (2022, July 6). Retrieved February 10, 2023, from https://hbr.org/2022/06/4-common-reasons-strategies-fail#:~:text=Business%20strategies%20often%20fail.,isn’t%20the%20whole%20story.

• Three reasons why good strategies fail: Execution, execution… Knowledge at Wharton. (n.d.). Retrieved February 10, 2023, from https://knowledge.wharton.upenn.edu/article/three-reasons-why-good-strategies-fail-execution-execution/

• Hu-Chan, M. (2023, January 16). 90 percent of companies fail to do this | inc.com. Inc. Retrieved February 10, 2023, from https://www.inc.com/maya-hu-chan/90-percent-of-companies-fail-to-do-this.html

About the Author

Christine Hoyt is Vice President of Strategy, Planning, and Analysis at Washington State University. She provides oversight and leadership to guide WSU’s system strategic planning efforts.

She serves as a strategic partner with other leaders and planners systemwide to drive alignment of WSU’s campus, college, and unit plans to the system strategic plan and implementation of the institution’s top priorities.