Now that there is more certainty, this is the time for Strategic Planning

 

Vol. 34, No. 9 In 2025, we celebrate our 34th year of Issues for Growth. Thank you to the many subscribers that have joined us over the years. Now over 11,000! Since 1991, we have been sending to our clients and friends, articles of interest that we think would be helpful in running their businesses. If you have colleagues you would like to add to the email list please click Subscribe here or contact Ann Comis.     [Editor's Note: Tariffs have finally been established with many major U.S. trading partners. Talks are advancing with Mexico and China. It appears that the chaotic and uncertain days of the last six months may well be beginning to move behind us. Organizations have been pleading for a more certain environment. Now, there are some very positive signs that we may be nearing an environment where we can have some realistic expectations for the future. The shift from cost containment and survival to strategy Organizations across industries have faced unprecedented uncertainty. Many businesses were forced into reactive modes—prioritizing short-term financial health (survival in some cases) over long-term strategy. But as the dust begins to settle and key variables stabilize, a new window of opportunity is opening. Now that there is more certainty, this is the time for strategic planning.  Strategic planning is not just a luxury reserved for stable times—it’s a necessity for navigating complexity with clarity. When uncertainty recedes, even slightly, it creates fertile ground for organizations to reassess, realign, and reimagine their future. Whether you're leading a corporation, managing a nonprofit, or steering a small business, the current climate offers a rare chance to pivot from reactive firefighting and hesitation to proactive growth. Why certainty matters in strategic planning Certainty doesn’t mean predictability in every detail- it means having enough clarity to make informed decisions. When interest rates stabilize, supply chains normalize, and consumer behavior becomes more predictable, leaders can begin to forecast with greater confidence. This enables:         ·    Longer-term investments: Organizations can commit resources to initiatives with multi-year horizons. ·    Talent planning: Hiring, training, and retention strategies can be aligned with future needs. ·    Innovation: R&D and product development can flourish when risk is better understood. ·    Cross-functional alignment: Departments can coordinate more effectively when strategic goals are clear. In short, certainty reduces the cost of hesitation. It allows leaders to move from “wait and see” to “plan and act.” Key Elements of Strategic Planning in a Post-Uncertainty Era Now is the time to revisit the fundamentals of strategic planning with fresh eyes. Here are six essential components to focus on:   External Environmental Assessment  Assess the external landscape: market trends, regulatory shifts, technological advancements. ·      Identify emerging opportunities and threats. ·      Incorporate scenario planning to prepare for plausible futures.  Internal Assessment ·      Conduct a SWOT analysis (Strengths, Weaknesses, Opportunities, Threats). ·      Evaluate operational efficiency, talent capabilities, and financial health. ·      Map existing processes to identify redundancies and bottlenecks. Reaffirm or redefine your mission and vision. Strategic Initiatives ·      Prioritize initiatives that drive growth, innovation, or efficiency. Goal Setting. Set SMART goals (Specific, Measurable, Achievable, Relevant, Time-bound). ·      Assign ownership and accountability. ·      Develop timelines, budgets, and KPIs for each initiative. ·      Align goals across departments to ensure cohesion. Execution and Monitoring ·      Create a cadence for reviewing progress (monthly, quarterly). ·      Use dashboards and visual tools to track performance. ·      Be agile—adjust strategies based on feedback and results. From Reactive to Proactive: A Cultural Shift  Strategic planning isn’t just a technical exercise—it’s a cultural transformation. Organizations that have been in survival mode may need to rebuild strategic muscles. This involves: ·    Empowering teams to think long-term and take initiative. ·    Encouraging cross-departmental collaboration to break down silos. ·    Fostering a mindset of continuous improvement, where feedback loops drive refinement.  Leaders play a critical role in modeling this shift. By communicating a clear vision and demonstrating commitment to strategic goals, they can inspire confidence and alignment throughout the organization. The Risk of Waiting Too Long While it’s tempting to wait for “perfect” certainty, that moment rarely arrives. Strategic planning thrives in the space between chaos and clarity. Organizations that act now will gain a competitive edge—seizing market share, attracting top talent, and building resilience before others catch up. Waiting too long can lead to missed opportunities, stagnation, and strategic drift. In contrast, those who embrace planning now will be better positioned to adapt to future disruptions with confidence and agility. Planning as a strategic imperative The return of certainty is not a signal to relax—it’s a call to plan. Strategic planning is the bridge between today’s stability and tomorrow’s success. It transforms ambiguity into action, and vision into value. Now is the time to identify and gather your team, sharpen your tools, and chart your course. Because in a world that’s finally offering a clearer view, those who plan boldly will lead decisively. We can help. The Mead Consulting Group has been a market leader in strategic growth and execution and scenario planning for many years. We have helped many companies clarify their strategy, execute well and outperform their peers. Check out some of the success stories of our clients. If you would like to get a jump on planning for Q4 and 2026, please contact me. Now is the time to get ahead of the competition. Best regards, Dave Mead