Many businesses don’t have an operational strategic plan. That doesn’t mean they don’t plan ahead. They do, but they just don’t take the time and effort to go to a structured process, use analytic tools, survey and examine external market information, do product development and develop human resources.

Strategic planning is too often an internal process at top management level, where the existing thought patterns repeats it self. You don’t need to fix something that’s not broken.

And in some businesses it might work out well for some time still. But every thing changes. The one thing, and maybe the only thing, with absolute certainty is that every thing changes. The curves go up or down, and those with the capability to anticipate and adapt will win. A head of the Curve.

History is filled with companies, big corporations, that failed in their strategic development. And when their models expired they had no where to go. Kodak defended the celluloid film to the bitter end. Nokia could not grasp the idea of a smart phone. The next dinosaurs will be in energy or car-making industry.

One main feature of strategic development is to become first in new categories or apply disruptive technologies. To that you will need access to new though patterns, change the perspective and work with timelines and visions.

Strategic development is a service aimed at leadership and owners and will be adjusted to each enterprise in terms of scope and time. As leader you will get new insights and tools and assistanse to shape the organization according to it’s inherent position and capability.

The future has one important property. It is different form the past and the present. Your strategy must be likewise.