A clear vision and a vague plan

I see many organisations wasting a lot of time and effort trying to predict the future. It seems like predicting the future give those organisations some sort of (false) sense of comfort. 

Those organisations spend months every year building or remodelling business plans; setting (random) targets and goals that inevitably show some % growth from last year and creating very detailed roadmaps to achieve those targets and goals. 
 
I observe those cycles and I wonder why they happen. I understand the current financial markets are sadly built based on these – targets / goals and quarterly results – but I think there is also a human trait showing here around not being able to stay comfortable with the ambiguity of not knowing (or believing we know).
 
So what am I saying? Should organisations stop planning? No. And that is the key idea here, planning vs plans. I believe “planning” is good and “plans” are bad. Let me explain. I think it is crucial for teams and organisations to come together and think about the future, discuss ideas, possibilities and decide on a plan forward. In fact, I believe teams and organisations should do that in a very structured manner – possibly every year, 3 months, two weeks and daily depending on their level in the organisation. 
 
What I don’t think then organisations need is 80 pages detailed PowerPoint presentations that capture those planning sessions. After all, by the time all the slides look good that plan has gone out of the window because the competitor, the market or internal conditions have changed. Planning sessions become more about the “pack” than trying to decide and agree a path forward.
 
So, what is the alternative? I believe teams and organisations should have a “clear vison and a vague plan” or in other words “pick a destination, not a path”. Be very clear of where you want to go and be ok with not knowing exactly how you are going to get there. I understand this is difficult and goes against what they probably teach you in all MBA’s around the world; but I truly believe it will give you options to be more attuned to what’s happening around you in the market and you will make better decisions at every step because of it. 
 
This approach will help you see your initiatives and projects as experiments and see strategy as emerging rather than fixed. The key for this? Leaders and executives in these organisations need to feel comfortable with the ambiguity of not knowing, which is hard when most of them are paid for knowing.
 
I would leave you with one of my favourite roadmaps. I love its simplicity but clarity in direction. It is the Tesla one from a few years ago:

• Build a sports car.

• Use that money to build an affordable car.

• Use that money to build an even more affordable car.

• While doing above, also provide zero emission electric power generation options.

• Don’t tell anyone.

Tell me, how comfortable are you or your organisation with “not knowing”? Do you waste time every year building the perfect business plan that stays in a draw then the entire year?