As Loshin (2012) believe, planning and wise decisions help enterprises prosper through making good profits. On the same note, when a company has good planning and decision making procedures, it meets its goals and achieves its mission (Loshin, 2012) . Consequently, traditional decision making involves coming up with ways of achieving objectives and modifying strategies depending on observed results (Loshin, 2012) . However, Mankins and Steele (2006) indicate that many business managers believe that traditional strategic planning is not worthy and have serious disadvantages.
I agree with Mankins and Steele that traditional strategic planning is useless because in many occasions it is conducted at the end of the year. At this time, the executives cannot respond well to opportunities and threats that emerge throughout the year in various units. As such, the executive visits unit by unit to evaluate their strategic plans. Besides, the executives lack enough data to give essential guidance when the units are being reviewed. Also during the time when the executive members are conducting the visits, they are taken away from some issues within the company which is important. Such issues include restructuring the organization, looking for new markets amongst others (Sabherwal & Becerra-Fernandez, 2011) .
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As the executive face these difficulties, they frequently fail to deal with their company’s official process of planning and make unplanned choices based on insufficient debate and inadequate analysis (Waltz, 2003) . Also, Waltz explains that they make incorrect and slow final decisions and at times no decisions at all (2013). As a result, I believe it is vital for the executives to apply continuous issue-focused strategic planning in their daily operations of a company. In this way, throughout the year, they will be able to note the problems that need to be resolved to boost the performance of an organization (Kahneman, 2013).
In conclusion, I agree with Mankins and Steele that traditional strategic planning is not worthy and can lead to failure of a company. It has many disadvantages that affect the operations of an organization. On the other hand, I believe the solution to this problem is encouraging the executive to apply continuous issue-focused strategic planning in their daily operations of a company.
Kahneman, D. (2013). HBR’s 10 must reads on making smart decisions . Boston: Harvard Business School Publishing (ISBN: 978-1-4221-8989-4).
Mankins, M., & Steele, R. (2006). Stop Making Plans: Start Making Decisions . Boston, MA: Harvard Business School Publishing
Loshin, D. (2012). Business intelligence . Waltham, MA: Morgan Kaufmann.
Sabherwal, R. & Becerra-Fernandez, I. (2011). Business intelligence . Hoboken, NJ: Wiley.
Waltz, E. (2003). Knowledge management for the intelligence enterprise . Boston: Artech House.