In personal life, we usually wait until the end of the year to reflect on goals, recalculate routes and organize our thoughts. In business, it can't be like that. A constantly revised strategic plan is essential for your survival and competitiveness.

Throughout my career, I've come to understand that it's not just a formality: it's a vital component of an organization's success. A well-designed plan is just the beginning. The real magic lies in the ability to review and adjust it as necessary. And the middle of the year is the ideal time for this.

Companies that review their strategy frequently are more likely to guarantee better performance. It's an awareness that needs to be broadened: according to a study by the National Confederation of Shopkeepers in partnership with the Credit Protection Service, 79% of companies say they face planning and management problems that directly hinder growth. A survey of medium-sized companies by the Falconi consultancy, on the other hand, shows that 47.6% of the leaders interviewed do not have medium or long-term actions defined, but see the need for strategic planning - which indicates a lack of management maturity.

Efficient strategic planning is a reflection of the company's overall strategic map, which in turn is broken down into area and individual goals. Thinking in reverse, the individual goal helps the area goal, which supports the company goal. It's a simple flow that helps establish a sense of unity between everyone's work, but it is changeable. Really good strategic planning is dynamic and adaptive. It needs to be ritualized and followed up, understanding contexts and listing data.

When we reach the halfway point, it is essential to look back and assess the progress and challenges we have faced so far. This not only allows us to understand where there have been deviations from the original plan, but also enables us to identify opportunities for improvement, change plans and take corrective action.

It's a practice that is only effective, of course, if leaders from all areas of the company are involved. Their perspectives provide valuable insights into what has worked, what hasn't and what can be done to move forward. Which reminds me of another important thing: listening carefully to everyone, analyzing reports, discussing possibilities and making decisions together.

One of the main lessons I've learned along my journey as CEO is that goals shouldn't be seen as simple numbers to be achieved, but rather as drivers of organizational success. They need to challenge us and keep everyone motivated. But they also need to be achievable and aligned with the company's long-term vision. Otherwise, we run the risk of having positive indicators in the areas, but no tangible impact on the overall results.

A particularly useful practice is the "100-day plan" at critical moments, such as launches of new initiatives, strategic changes, crises and results that are far below expectations. These plans provide intense focus and allow for quick, targeted changes. With a dedicated team and a clear "roadmap", we can tackle challenges quickly and effectively, keeping us on track for success.

Revisiting planning in the middle of the year also serves to motivate the team by highlighting what has already been achieved and keeping everyone aligned with the organization's direction and priorities. By embracing this process and incorporating it into a company's culture, we can ensure that we are always one step ahead - and better prepared for the constant adaptations that business demands.

‍