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Found: A strong relationship between Strategic Planning
and
Strategic Conversation.

In a test of 380 participants from a variety of manufacturing, service, educational, government organisations, the relationship between the measured attributes of Strategic Conversation and the measure of Strategic Planning was .59 (r = .5965, p < .001).

Strategic Planning has long been assumed to be the direction-setter for the organisation, and means by which resources are allocated.  However, there are very mixed results as to the effectiveness of planning - as it is practiced.  Some researchers report good results from organisations that plan, and others report poor relationships.  Frustratingly, there has been no explanation for the differences - it remained a mystery.

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For Planning to work it must bring about behaviour changes that in turn bring about performance changes.  Sometimes it works.  Mostly it doesn’t work very well. 

We now know that the links between planning and behaviour and performance is better in organisations with higher levels of Strategic Conversastion.  Strategic Conversation makes Strategic Planning more effective.  A big part of the mystery is solved.  There is no longer any excuse for planning to not work.

There is now strong empirical research support that simply improving Strategic Conversation improves strategic planning and strategic behaviour of the organisation.

A parallel study of 70 organisations that started learning strategic conversation, gave similar relationship results to the above.