Strategy or set dressing?

A conversation I had in another place reminded me of all the effort that used to go into writing strategy documents and annual plans that sat on shelves collecting dust until someone important asked if there was a strategy or annual plan.

A strategy isn't a document, it's a direction of travel.

• Do people know what the strategy is, and why?

• Do plans align with the strategy, or at least acknowledge and explain any deviation from the strategy?

• Does the operation align with the strategy, or at least acknowledge and explain any deviation from the strategy?

• Is the strategy regularly reviewed to make sure it's fit for purpose, delivers what is required and doesn't incur undue costs and risks?

• Is the strategy regularly revised to reflect changes in stakeholder requirements, technical developments, new opportunities,and  changes in the operating environment?

If the answer to these isn't "Yes" then you don't have a strategy, you have a theatrical prop. Like painting books on a wall and calling it a library.