• Hierarchy can stifle innovation
• Economic realities in different countries effect business models
• New emerging markets have massive amounts of holding companies
• Shyness can be overpowering when asking questions and some cultures rather not raise unknowns
• Overly brazen confidence can feel confrontational
• Some cultures love to debate
• Force of economic downturn was felt and forced people to think about differentiation
• The idea of a retreat where everyone is equal can be a crazy idea
• No matter what country you are in people are still thirsty to learn and apply best practices

Erica Olsen is COO and Co-Founder for M3 Planning, Inc. Her work focuses on strategic planning services such as facilitating and developing strategic plans for her clients through internal and external assessments, strategic planning facilitations, and implementing strategies.  She is the author of the book Strategic Plan for Dummies and is a certified strategic planning facilitator.

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Reno, NV (PRWEB) November 6, 2009 — Middle Eastern business leaders have tapped global strategic planning experts from Nevada-based M3 Planning to lead a summit on strategic corporate planning, aimed at strengthening the long-term economic strength of some of the largest organizations in their region. From November 16 to 17 of this year executives from throughout the region will gather at the Sheraton Bahrain Hotel in Manama, Bahrain for training to better equip their organizations to evaluate current opportunities and align organizational objectives toward corporate vision and missions.

Strategy Expert and Author Erica Olsen

According to a recent report by the International Monetary Fund, the current global financial crisis has contributed to a slowdown in oil revenues in the Middle East throughout the current year. Though the region has tapped into profits from previous years in order to weather the economic downturn, regional leaders have decided to take action by holding this unique summit with strategic planning specialists from M3 Planning.

Although this region was buffered from some of the crisis, these organizations are concerned with sustainable strategies to carry forth well after the economic crisis is over.

Summit presenter Erica Olsen says that organizations in the Middle East have developed a sense of urgency around planning. “Although this region was buffered from some of the crisis, these organizations are concerned with sustainable strategies to carry forth well after the economic crisis is over.”

Participants for training include executives from some of the largest companies of the region, such as Al Muhaidib Group, Saudi Cable Company, United Gulf Bank, Najran Cement Company, Aluminium Bahrain, Ministry of Housing and Bank Sohar.

Topics covered in this summit include: re-shaping organizations’ strategic plans to be on par with their proposed direction, designing and developing a strategic plan towards realization of corporate vision and mission, thriving in times of constraint through alternative growth strategies and aligning business plans toward complementing strategic plans.

Olsen, having recently also lead a summit for executives in Dubai as well, says that M3 Planning is proud to be selected to lead this summit. “Our team is excited to assist business leaders in Bahrain, and we share the excitement and interest in the region’s long-term success.”

About Erica Olsen Through M3 Planning’s online client base and on-site strategic planning facilitation work, Erica Olsen has developed and reviewed hundreds of strategic plans for organizations across the country. She has also authored several strategic planning books including Strategic Planning for Dummies and was named Entrepreneur of the Year by The Business Report of Northern Nevada in 2007.

About M3 Planning M3 Planning is a strategic planning firm that works with growth-oriented organizations to develop and execute their strategic plans. In addition to their online strategic planning system, MyStrategicPlan.com, the company is also a resource for other strategic planning tools, books, articles, workshops and facilitations

About Marcus Evans Events Marcus Evans specializes in the research and development of strategic events for senior business executives. From their international network of 63 offices, Marcus Evans produces over 1000 days of events each year on strategic issues in corporate finance, telecommunications, technology, health, transportation, capital markets, human resources and business improvement.

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But, how do you make them work? For most organizations, even finding the time can be daunting, but If you’ve been implementing strategic planning for any period of time you know just holding meetings isn’t enough; you have to be aware of the potential pitfalls.

Below, we’ve collected a handful of things that can ruin your strategic planning process, along with a link to a few more. So, what’s lying in wait to sabotage your planning meetings? Let’s count off four things you need to avoid right now:

1. Inviting everyone The old cliché too many cooks spoil the broth couldn’t be closer to the truth. While it’s imperative that key employees have a voice in planning, not everyone has to literally be at the meeting table. Too many people in the room can lead to chaos and confusion, resulting in a strategic plan by committee instead of through educated decisions and leadership. Groups of between 10 to 15 are the ideal size for strategic planning meetings. If you have more people than that, you can always break up into small teams.

2. Neglecting to conduct any research before the meeting If you neglect to conduct research before the meeting, you get into your session and realize you don’t have information you need in order to make sound strategic decisions. The only way to have a solid strategic plan is to incorporate information about your external environment and your internal operations. Some research is better than none. So if you find yourself in a pinch the day before or the day of the meeting, do what you can to get data about your customers needs, your competitors actions, and your employees opinions.

3. Holding an annual retreat Huh? Isn’t this section about holding strategic planning meetings and therefore retreats? Yes, it is. But one common thought process in strategic planning is that you have to hold a retreat. Setting aside a couple of days in an off-site location where everyone gathers in their sweatshirt and jeans drinking cocoa is a typical vision of a strategic planning meeting. Oftentimes a retreat is an annual event and all strategic decision making is reserved for that occasion. Strategic planning should be a habit, not an event. Hold your strategy meetings regularly (more than once a year) to realize enhanced performance. With that said, annual retreats are okay, but make sure that they aren’t your only meetings of the year.

4. Getting through the agenda no matter what Strategic planning is hard work. It takes a lot of mental energy to pull all the pieces of the puzzle together, see the future, make strategic decisions, and organize it usefully. At every strategic planning meeting I’ve facilitated, people are mentally exhausted by the end. Getting through the agenda is usually what it takes to have a completed plan. However, sometimes it’s just not possible to get it all done.Do have an agenda so everyone knows the structure of the day, but don’t be so rigid that you stick to it no matter what. Try some of these tips to help the mood stay light throughout the day: Loosen up a little bit. Have some fun. Interject some games and downtime. Take breaks and switch gears from time to time.

For 4 more things to avoid, visit our blog post listing all 8 ways to screw up strategy meetings.

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