For my recent Association for Strategic Planning strategy webinar and for my next book, I have been taking a hard look at the large body of research that has been conducted on the benefits of strategic planning and strategic management.  Scores of studies have been published in recent decades, many definitive, some inconclusive. What I've seen previously has generally supported strategic planning and strategic management as important for promoting survival and extending organizational longevity, producing growth, and increasing financial results.

Let’s start with the best news. Strategic planning is the number one most used business tool globally! 45% of organizations use it, according to Bain & Company’s annual survey of executives. It has scored at or near the top for years. (Bain & Company Management Tools Survey, 2013) Here's some more good news.  58% of organizational leaders say strategic planning is extremely or very important in their organization’s success. That’s according to Forrest Consulting's 2013 Strategic Leader Survey, conducted last year of 314 for-profit and non-profit organizational leaders in decision-making roles, which tracked closely with the results of a similar survey we conducted a year earlier and with a 2006 McKinsey & Company survey. But, unfortunately, the reality is not nearly as good as it might seem. Organizations of all types are not living up to their potential.