Longer term planning is relatively common in some cultures. These plans are focused on a vision for the future. Similarly, some cultures do not do much planning short or long term.

I have been thinking about 10, 20 and longer term planning and have concluded there is a great deal to learn from the process. Examples include: capital expenditures, succession planning, employee turnover, customer turnover, ownership, markets, technology, economic threats, and competitors.
Many of these are not well addressed in shorter term strategic plans due to the time frame for implementation.

The realisation that longer term plans need to be an exercise for the organisation started a couple of weeks ago. I recently finished my term as an interim dean and was being recruited to another institution when my wife said she wanted to go home and for me to consider retirement. I was resistant; at 75, I am not ready to stop.

So we sat and discussed a ten-year time frame and what we wanted to accomplish. It was one of the best talks we have ever had as husband and wife. The second incident was the acquisition of a 50-year roof on our local rural church. Our membership, as most rural churches, has dwindled to maybe 10 families and an old congregation. The church spent a lot of money on a long term quality roof. The logic, the church is nearly 200 years old and will go on forever.

Organisations tend to plan in three to five year increments. In most cases, this is as far as we can realistically plan in the future. But I would encourage you to venture out farther into the time horizon and discover the long term vision.

At 75, I may not need a 30-year plan, but if I want to have a legacy impact on grandkids and beyond, it is relevant. I am a fifth-generation on my farming operation and a day does not pass I do not think of the generations before me. The things they did to help with my success and the things they could have done. I am sure they never imagined the family would still be here. As the sixth and seventh generation moves onto the farm next year, I am thinking differently. What I do might impact one of them if they stay.

A good leader has vision beyond themselves and makes decisions that contribute to future viability. I encourage you to do the longer term exercise. It may contribute to short term decisions and success.

To hear from Professor Bill Minnis and many more speakers at the upcoming Scottish Construction Summit, sign up here to attend for free.