When is a plan completed?
There is an inevitable risk in planning and that is finishing the plan. Is a plan finished when it has been created or when the plan has been executed and all tasks completed? Building a plan can be complex and take time. But a plan is useless unless it is executed, meaning that all the tasks within the plan have been completed and an outcome can be determined. Each plan that we build has goals and targets but if the plan is never executed then meeting the goals is impossible.
So, are plans just an excuse to bypass poor business judgement and inactivity? Are they just a political exercise to satisfy management or maybe the planner themselves? How important is it to not just plan but complete the plan and review the outcomes?
Why Plans Fail Without Action
In both personal and business contexts, creating a plan is often seen as a necessary first step toward achieving success. However, a critical question arises: Is a plan completed when it’s been drafted or only when it has been fully executed? Building a plan can indeed be a complex process, but if the plan is never put into action, its value becomes questionable. Planning without execution is akin to setting a destination on a map but never starting the journey. This phenomenon has become all too common in organisations, where plans are created but never fully executed, leaving goals unmet and opportunities wasted.
Planning cost money and consumes resources. Failure to execute the plan wastes the business capital and resources.
The Value of a Plan - Beyond Just Creation
Plans have an inherent value, they provide structure, define goals, allocate resources, and outline a path toward achieving objectives. For many, the act of planning itself provides a sense of control and security. The process of breaking down a problem, understanding the moving parts, and identifying potential obstacles is undoubtedly a valuable exercise. Yet, despite their complexity and the effort put into crafting them, plans alone are powerless if they aren’t followed through with meaningful action.
An incomplete plan, or one that isn’t executed, is ultimately a wasted resource. It’s essential to remember that the success of a plan isn’t determined by how thorough or detailed it is but by the outcomes it delivers. Focusing solely on planning without moving into execution is a pitfall many organisations face, where planning becomes a stand-in for real progress. This is especially true in the world of business, where plans often serve as political tools rather than genuine efforts to drive change or improve performance.
When Plans Become Excuses
The longer a plan sits on a desk or remains unexecuted, the greater the chance it will never be executed at all. In these cases, plans can become excuses—excuses for indecision, procrastination, or poor judgment. When leaders or teams spend more time discussing, refining, or perfecting a plan than acting on it, they may avoid making tough decisions or confronting real challenges. It is easier to say, “We are planning” than to admit “We are not taking action”.
Sometimes, plans serve as political tools to satisfy management or maintain the illusion of control. In such cases, planning becomes an exercise in optics, rather than strategy. A beautifully crafted plan can look good on paper and please stakeholders, but if its sole purpose is to calm nerves or satisfy management, it risks becoming a futile endeavour. In these scenarios, execution takes a back seat to appearances, and the organisation suffers for it.
The True Measure of Success
Execution is what separates successful organisations and individuals from those who remain stagnant. Plans are important, but the completion of tasks and the achievement of outcomes matter far more. Every plan, no matter how detailed or well thought out, must be actionable. It must be more than just a theoretical framework; it must lead to tangible results.
Every plan must be actionable
Organisations that emphasise execution focus on translating plans into action. They establish clear metrics for success and hold individuals accountable for delivering on their promises. This focus on accountability ensures that plans don’t become stagnant documents but are living blueprints that guide action and decision-making. In such environments, plans are only considered complete when the tasks outlined have been performed, and the desired outcomes have been reviewed and evaluated.
Why Reviewing Outcomes is Critical
The process of execution doesn’t end with task completion. To truly learn and grow, teams and individuals must review the outcomes of their plans.
Was the plan successful?
Did it achieve the goals it set out to accomplish?
What could have been done differently?
By taking the time to reflect on the outcomes, organisations can refine their strategies and improve their planning processes in the future.
In fact, failure to review and learn from outcomes is another form of poor execution. Even if a plan is carried out, if the results are never measured or analysed, the organisation misses the opportunity to make informed improvements. Reviewing outcomes closes the loop on the planning process and ensures that future plans are grounded in real-world insights, not just theory.
The Cost of Failing to Execute
The cost of failing to execute a plan is significant. It leads to wasted time, resources, and opportunities. It also has a detrimental effect on morale. When teams see plans that are never followed through, it fosters a culture of inaction and complacency. Over time, this culture can erode trust in leadership and reduce motivation. People begin to see planning as a pointless exercise, and they disengage from the process entirely.
Moreover, failing to execute plans can create a vicious cycle. As plans go unfulfilled, decision-makers may respond by creating more plans, perpetuating a state of endless planning and no action. This creates a false sense of productivity, as it appears that the organisation is busy with strategic thinking yet little is being achieved.
Action is the Ultimate Test
In the end, a plan is not complete when it’s created—it’s complete when it’s executed, reviewed, and the goals are met. Planning is essential, but it should never be seen as an end in itself. Execution is the true measure of success. Organisations that prioritise action over endless planning are the ones that achieve results, grow, and stay competitive.
Plans can provide direction, but without execution, they are little more than well-intentioned ideas. To avoid falling into the trap of perpetual planning, leaders must shift their focus from crafting perfect plans to ensuring those plans are actionable, executed, and reviewed. Only then can the true potential of planning be realised.
What Percentage of Plans Get Completed?
The percentage of business plans that are never executed can vary widely depending on the organisation, industry, and type of plan. However, several studies and surveys offer insights into this phenomenon:
Harvard Business Review reported that 60-70% of business strategies are never successfully implemented. While this doesn’t refer directly to all types of plans, it shows that a significant portion of strategic plans face challenges in execution.
A study by The Economist Intelligence Unit found that 90% of organisations fail to execute their strategic plans successfully. This includes cases where plans are partially implemented or not followed through effectively.
A Forbes article indicated that only about 10% of organisations achieve all the objectives outlined in their strategic plans, meaning that a large majority of plans are either not fully executed or abandoned.
While these focus primarily on strategic planning and large-scale business initiatives, they provide a clear picture: a substantial number of business plans never get fully executed. The reasons for this include shifting priorities, lack of resources, poor communication, or changes in the business environment.
Why do plans fail to be executed?
There are several common reasons why business plans fail to be executed, and understanding these issues is essential for improving implementation rates.
1. Lack of Clear Ownership and Accountability
When a plan lacks a clear owner or person responsible for its execution, it often gets neglected. Many plans fail because it’s unclear who is accountable for driving the plan forward. Without clear accountability, tasks fall through the cracks, and no one takes the initiative to follow up on progress.
Solution - Assign ownership of each part of the plan to specific individuals or teams. Clearly define roles, responsibilities, and deadlines, ensuring that everyone knows their part in the process.
2. Poor Communication
Effective communication is vital for plan execution. If the goals, objectives, or tasks outlined in the plan are not properly communicated to the people responsible for execution, confusion arises. Miscommunication about the plan’s priorities, objectives, or timelines can derail its progress.
Solution - Establish clear, consistent communication channels to share the plan with all stakeholders. Regular updates, meetings, and reporting structures can help ensure everyone stays aligned with the objectives.
3. Lack of Resources
A well-crafted plan requires appropriate resources—whether financial, human, or technological. Many plans fail because the necessary resources were not allocated, or unexpected constraints emerged that made execution difficult. For example, insufficient staffing, funding, or access to the right technology can prevent the plan from moving forward.
Solution - Assess resource requirements during the planning phase and ensure that they are secured before moving into execution. Regularly reassess resource allocation as the plan progresses.
4. Changing Priorities
In fast-paced business environments, priorities can shift rapidly. A plan that was once important may lose relevance due to external factors such as market changes, new competition, or shifts in organisational goals. When priorities shift, plans can be postponed or abandoned altogether.
Solution: Build flexibility into the plan to accommodate changing circumstances. Establish a process for regularly reviewing the plan’s relevance and adjusting it to align with new priorities, ensuring it doesn’t fall by the wayside.
5. Overly Ambitious or Unrealistic Goals
Some plans fail simply because they are too ambitious or unrealistic. Plans with unattainable goals, unrealistic timelines, or overcomplicated tasks can demoralise teams and lead to poor execution. When teams see that goals are impossible to achieve, they may abandon the effort altogether.
Solution - Set realistic, achievable goals by thoroughly evaluating the capabilities of your team and the resources available. Break large, complex plans into smaller, manageable phases that can be executed more easily.
6. Lack of Leadership Commitment
Without strong support from leadership, even the best plans can falter. If executives or managers do not actively back the plan, provide guidance, or help remove obstacles, teams can lose motivation or focus. Leadership’s involvement is critical to keeping momentum alive.
Solution - Ensure leadership buy-in from the outset and maintain their engagement throughout the execution phase. Leadership should provide clear direction, support, and resources to ensure that the plan stays on track.
7. Inadequate Monitoring and Follow-Up
Plans often fail when there is no mechanism for monitoring progress or following up on key deliverables. Without regular check-ins, milestones, or performance reviews, teams can lose sight of the plan’s progress, allowing delays or failures to go unnoticed.
Solution - Implement a structured process for monitoring progress, such as key performance indicators (KPIs), regular progress reports, or weekly check-ins. This ensures that the plan is consistently moving forward and allows for early identification of any issues.
8. Resistance to Change
Some plans require significant changes in processes, systems, or culture, and resistance to these changes can block execution. Employees or departments may resist new initiatives, fearing that they will disrupt their current workflow or threaten their job security.
Solution - Engage stakeholders early in the planning process to build buy-in and reduce resistance. Clearly communicate the benefits of the plan and involve employees in shaping its execution. Offering training and support can also ease the transition.
9. Complexity and Over-Planning
Some organisations fall into the trap of creating overly complex plans that are difficult to implement. Excessive detail and a focus on every possible contingency can lead to “paralysis by analysis,” where teams spend more time planning and re-planning than executing.
Solution - Keep plans as simple and focused as possible, concentrating on core objectives and essential tasks. Be flexible enough to adjust the plan as circumstances change and avoid overcomplicating the process with unnecessary layers of detail.
10. Failure to Adapt or Learn
Even when a plan is executed, failure to review its outcomes and adapt can prevent future success. Plans that fail to deliver results often go unreviewed, leading to repeated mistakes or missed opportunities for improvement.
Solution - Build a feedback loop into the planning process by conducting post-mortems or reviews after key milestones or the plan’s completion. Use these insights to refine future planning and execution efforts.
11. Lack of Employee Engagement
If employees don’t understand or believe in the plan, they are less likely to execute it effectively. A lack of engagement and motivation can cause teams to deprioritise the plan, resulting in delays or poor implementation.
Solution - Involve employees in the planning process to build their sense of ownership and commitment. Ensure they understand how the plan aligns with the organisation’s goals and how their work contributes to its success.
Execution is Critical to Success
While planning is essential for setting direction, execution is where the value is realised. It seems almost counter intuitive to think that a plan would be created that never delivers as promised.
There are plans that we hope may never be needed for example Disaster Recovery Plans. But these plans are always strongly tested and there is a component of these plans that provides for constant review and testing.
Understanding the common reasons for failed execution—lack of ownership, poor communication, changing priorities, and inadequate resources—can help businesses improve their ability to turn plans into actionable results. Successful organisations foster a culture that not only emphasises planning but also prioritises execution, with clear accountability, sufficient resources, and ongoing reviews to ensure plans are effectively implemented.
Author: John Debrincat FACS, MAICD
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