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Move! Bridging the Strategy Gap Recorded Webinar

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Webinar Move! Bridging the Strategy Gap


Executives and professionals attracted to the Association for Strategic Planning presumably understand the essential value of strategic planning and strategic management. Whether organizational leaders in general and especially the organizations they serve have the same understanding is questionable.

Research shows that organizations that plan are more likely to succeed, are more profitable and improve their value proposition.  Yet research also shows that appreciation of the value of strategic planning and strategic management is spotty at best.  Furthermore, implementation of strategic plans and use of strategy in decision making is often poor.

We label this dilemma - that many organizations do not effectively tap the demonstrable power of strategic planning and strategic management - "the strategy gap."

Evidence of the strategy gap emerges from a McKinsey & Company survey and two surveys we have conducted. For example:

·       Many leaders say their organizations have a formal strategic planning process, but strategic decisions are more often made by the CEO or a small group.

·       While most leaders say strategic planning is very or extremely important in the success of their organization, less than half of leaders are satisfied with how their organization makes strategic decisions. 

·       Nine out of ten leaders identify significant strategy challenges for their organization.

·       Up to half of leaders report that their organization does not use commonly accepted "best practices" in creating and implementing their strategic plan.  Yet the evidence suggests that using best practices results in greater success from planning.

Much of what we focus on through ASP is better process and new tools.  For those whose organization understands the value of strategy and employs strategic planning and strategic management, this is appropriate.  But to maximize our impact as leaders, executives, professionals and consultants, we need to recognize and work to tackle the deeper challenge - the strategy gap.  Simply, we need to foster widespread and effective use of strategic planning and strategic management.

This leads to our February webinar.  In the webinar we will:

·       Make the case for strategic planning and effective implementation so you can use it with those with whom you must interact to drive greater organizational success.

·       Present key findings from three studies of organizational leaders on the use of strategic planning and plan implementation to identify strategy development and execution approaches that are working, as well as those that are problematic.

·       Identify the top nine changes leaders want to make to their organization's approach to strategy development - if they could.

·       Highlight six characteristics that define organizations' formal strategic planning processes - good and bad.

·       Show the six ways that the discussions at the core of strategic planning fall short in nearly half of all organizations that plan.

·       Show the significant difference is use of 11 strategic plan creation, implementation planning, and actual implementation practices in organizations whose leaders rate planning "very important" to "extremely important" in success as opposed to organizations whose leaders rated planning "not at all important" to "moderately important" in success.

·       Reveal how leaders rate themselves on 59 specific strategic "leading, thinking, planning and acting" skills and competencies - and what skills and competences they are most interested in developing further.

Our mission is for every organization to have a strategic plan and to be effectively implementing it.  Participate in our webinar and you, too, will be a planning evangelist! 


About Your Speaker


Lee Crumbaugh is a senior executive leader, management consultant, and a strategic planning, marketing and communications expert. • Through Forrest Consulting, Lee has provided counsel and services to help companies, associations and non-profits grow and succeed since 1988. • He served as Executive Director of the American Fence Association and VP, Marketing, of a premier accredited association management firm. • He built revenue and organizational success as COO and VP, Marketing and Research, of a major United Way. • Lee founded and led both a consumer publishing company and a business development and entrepreneurship organization. • He drove change as VP, Corporate Affairs, Continental Illinois National Bank, Chicago. • Lee edited an award-winning banking magazine and was VP and marketing director for a financial trade association. He earned his M.B.A., marketing management concentration, finance emphasis, from the University of Chicago Booth School of Business and his B.S., communications, from the University of Illinois, Champaign-Urbana. He attended Colorado State University (and still misses the Colorado mountains). He completed the Institute of Financial Education banking school at Indiana University, Bloomington; his thesis won "selected" status. Lee holds the Strategic Planning Professional certification. He serves on the Association for Strategic Planning's Board and is its vice president-elect. He has served many other professional and volunteer organizations as a Board member and leader. Lee is a crazed runner (41 marathons) and triathlete (11 Ironman races). He and his spouse live in flatland suburban Chicago and have three adult children and two adorable grandchildren. (Really adorable!)



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