In a recent LinkedIn post, Eric Partaker addresses a common business challenge: the high failure rate of strategic plans. Partaker argues that the root cause isn’t a lack of good ideas, but rather a fundamental flaw in how these plans are constructed. He suggests that many leaders begin with tactics, leading to disconnected efforts, instead of building from a clear, overarching vision.
According to Partaker, the most effective strategic planning process works from the top down, not as a pyramid to be climbed. He outlines a structured approach that begins with defining the core purpose and future aspirations of the organization.
“90% of strategic plans fail. Not because the ideas are bad. But because they’re built backwards.”
Partaker elaborates on this foundational concept, stating that the conventional approach of starting with actions and tactics often leads to a lack of coherence. “Most CEOs start with tactics and actions. Then wonder why nothing connects,” he writes.
Building Strategy from the Top Down
Eric Partaker emphasizes that true strategy development requires a deliberate, top-down construction. He breaks down this process into key sequential elements, beginning with the organization’s ultimate purpose and its desired future state.
Defining the Vision and Mission
As Partaker highlights, the process should commence with the ‘Why’ – the vision. This involves painting a clear, inspiring, and bold picture of the future the company aims to create. Following the vision is the mission, which defines not just what the company does, but crucially, who it serves and why that service is important. He stresses that both should be focused and meaningful.
Establishing Core Values and Priorities
Partaker then moves to the ‘How’ – the core values. These are the guiding principles that inform decision-making. He advises selecting values that will genuinely be lived by and making them memorable. Following this, strategic priorities should be identified, with Partaker recommending a strict focus on only two to five key areas that will significantly impact the business. “Say no to everything else,” he urges.
“Strategy isn’t a pyramid you climb. It’s one you build from the top down.”
Setting Goals and Initiatives
The next steps involve setting long-term goals, typically for a three-to-five-year horizon, ensuring they are measurable and ambitious yet achievable. Initiatives, or the programs and projects designed to achieve these goals, must be purposeful and directly linked back to the overall vision. Partaker notes the importance of designing programs that truly matter and creating projects with a clear sense of purpose.
Connecting Strategies, Tactics, and Action
Partaker’s framework continues by detailing how strategies, tactics, and the final action plan should align with the higher-level objectives. He suggests that strategies should be flexible yet focused, fitting the company’s culture and directly supporting the established goals.
From Tactics to Actionable Plans
Tactics, according to Partaker, are the specific methods chosen, and these should be masterable by the team and supported by scalable tools. The final stage is the action plan, which involves breaking down large goals into manageable steps with clear ownership and deadlines. He advocates for establishing regular weekly check-in rhythms to maintain momentum and accountability.
“Great strategy isn’t about perfect plans. It’s about clear direction.”
In conclusion, Eric Partaker posits that the success of a strategic plan hinges less on its intricate details and more on the clarity of its direction. By starting with a well-defined vision and systematically building downwards with purpose, organizations can significantly increase their chances of bringing their strategic aspirations to life.
📝 About This Content
This article is based on insights shared by Eric Partaker on LinkedIn.
📅 Originally posted on July 25, 2026 | View original post on LinkedIn →