It just might not be communicated effectively. In the absence of a formal mission or vision statement, look to group emails and speeches from key leadership. Pay particular attention to points that are redundant or emphasized in other ways (remember – repetition of a word or a theme in spoken or written language indicates increased importance). I am not saying this to endorse assumed, informal strategic direction setting/adherence, but I do want to make this clear. If you are working for or with an organization that seems to be running blind, DO NOT start a strategic planning session with a blank slate. With due diligence and careful consideration of internal and external communications, lessons learned, best practices, stakeholder and customer climate review, and analysis of the market and competition, you will discover an existing (albeit potentially ineffective or counter-productive) strategy. Do your best to understand WHY the organization operates this way, HOW they should be functioning, and WHAT needs to be done in order to achieve victory. Document your findings and move forward. This will set up the organization (and the next strategic planning team) for success.

Your thoughts?