Make Plans but Don't Forget to Do

By Crawford, Purdy | Canadian Speeches, May-June 2003 | Go to article overview

Make Plans but Don't Forget to Do


Crawford, Purdy, Canadian Speeches


Corporate managers like to focus on creating strategic plans while public servants are absorbed in formulating public policy. But too often in both sectors, not enough attention is paid to execution. Award acceptance speech at the Public Policy Forum 16th annual testimonial dinner, Toronto, April 10, 2003.

In a way the process of formulating public policy and enacting it into laws, rules, regulations, etc. is somewhat similar to, at least to a limited extent, the development of strategy in the private sector.

The development of strategy is important but it is an ongoing process and a board of directors has a major role to play in the process. There is, however, very rarely a document that one can point to and say "this is our strategic plan." Notwithstanding this, the TSX Guidelines on corporate governance and various writers constantly refer to the "strategic plan."

Harrison and Wallace McCain built a great international business based upon, initially, the potato in New Brunswick. They did not have a written vision or strategic plan -- they knew where they wanted to go and they went about getting there with drive and passion.

One strategist has suggested that a fundamental role of the board relates to strategy but that boards should not normally get involved in operating plans. Other strategists suggest that strategy discussions be granted the highest priority by having a general strategy discussion at the start of every board meeting followed by an in depth look at one important strategic issue.

Why is it that so much emphasis is placed on strategic planning and so little emphasis is placed on operations, particularly at business schools. I suspect for at least two reasons:

First, the development of strategy can be very interesting. Secondly, business schools and strategic consultants work on strategy not on the discipline of getting things done. In fairness, I should add that a good consultant will make sure strategy is such that it can be reasonably implemented and will also help develop a process for implementation.

As one European general once said -- battle plans are worked on for months and, once in the battle, plans quickly become irrelevant and those with the passion and desire to win usually do so. Or, as we used to say about Canada Trust, a prime component of its strategy is "hustle. …

The rest of this article is only available to active members of Questia

Sign up now for a free, 1-day trial and receive full access to:

  • Questia's entire collection
  • Automatic bibliography creation
  • More helpful research tools like notes, citations, and highlights
  • Ad-free environment

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items

Items saved from this article

This article has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this article

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited article

Make Plans but Don't Forget to Do
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Full screen

matching results for page

Cited passage

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited passage

Thanks for trying Questia!

Please continue trying out our research tools, but please note, full functionality is available only to our active members.

Your work will be lost once you leave this Web page.

For full access in an ad-free environment, sign up now for a FREE, 1-day trial.

Already a member? Log in now.