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    I continue to be amazed at the amount of misinformation and the number of myths that exist about strategic thinking and planning. During my entire career, I have heard business owners, senior executives and not-for-profit board members and executive directors utter “mythical” statements about strategic thinking and planning. And I have observed that these same people truly believe that these myths are reality.

    My purpose in writing this article is to share what I believe are the 5 biggest myths and also provide some insights into

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    hinking and planning. During my entire career, I have heard business owners, senior executives and not-for-profit board members and executive directors utter “mythical” statements about strategic thinking and planning. And I have observed that these same people truly believe that these myths are reality.

    My purpose in writing this article is to share what I believe are the 5 biggest myths and also provide some insights int

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    rofit board members and executive directors utter “mythical” statements about strategic thinking and planning. And I have observed that these same people truly believe that these myths are reality.

    My purpose in writing this article is to share what I believe are the 5 biggest myths and also provide some insights int

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    g. And I have observed that these same people truly believe that these myths are reality.

    My purpose in writing this article is to share what I believe are the 5 biggest myths and also provide some insights int

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    n writing this article is to share what I believe are the 5 biggest myths and also provide some insights into what I believe are the 5 biggest “realities” of strategic thinking and planning.

    The #1 Myth: “Our company (organization) does not need a strategic plan.”

    The #1 Reality: Every company and organization needs to develop strategic thinking and planning to guide its actions, especially in chaotic times.

    The #2 Myth: “Strategic planning takes too much time and we must use our time to do our “real” work.”

    The

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