Get Out of Tactical and Focus on Strategic
Why Real Agile Organizations Balance Strategic and Tactical Planning
When it comes to planning, many organizations that claim to “do” agile often miss the mark. Their approach tends to be reactive—focused on short-term tactics rather than long-term strategy. This is a common pitfall: confusing being agile with simply responding to whatever’s urgent. The truth is, genuine agility requires a careful blend of both strategic foresight and tactical flexibility.
The Difference Between “Doing” Agile and “Being” Agile
Those who are just “doing” agile often operate in a constant state of improvisation, believing that planning is the enemy of agility. In reality, being agile means understanding the value of both strategic and tactical planning—and using agile values to navigate and adapt as circumstances change. The most successful organizations recognize the need for structure and discipline, but also know when and how to pivot.
Planning and Agility Can—and Should—Coexist
In his article, Planning Doesn’t Have to Be the Enemy of Agile, Alessandro Di Fiore highlights how ING, a large organization with over 3,500 employees, successfully integrated structured planning with agile delivery. Their approach proves that even large enterprises can become agile “shops” by using data-driven planning to react quickly and adaptively, rather than being bogged down by traditional governance and red tape.
This example also debunks the myth that company size is an excuse for not pursuing agile transformation. When leaders embrace agile values across the entire organization—not just within development teams—real change becomes possible.
The Power of Strategic Guidance
Agile organizations still need strategic direction from senior leadership. When leaders provide high-level guidance and empower teams to make decisions, they foster ownership and reduce anxiety among team members. For example, a skilled QA lead will establish a clear strategy, enabling analysts to make informed day-to-day decisions while maintaining a focus on the broader picture. Vision and mission statements serve a similar purpose—they’re not just words, but practical guides for decision-making at every level.
Planning Is Not the Enemy—Lack of Ownership Is
Every successful initiative requires some level of planning. Without it, you risk poor product quality, missed deadlines, and low employee morale. Traditional planning methods, with their heavy governance and slow decision-making, often lead to frustration and wasted resources. I’ve seen programs that were meticulously planned for months, only to be delayed for years and ultimately shelved because of communication breakdowns and a lack of ownership.
On the other hand, organizations that misunderstand agile planning often believe they can “go faster” by compressing timelines and pushing their teams harder. This isn’t agility—it’s just waterfall with a new label.
What Agile Planning Looks Like
Imagine a program where self-managed teams work together toward a shared goal, openly sharing information and collaborating to remove roadblocks. Risks are identified early, plans are adjusted on the fly, and leadership keeps an eye on strategic priorities while trusting teams to handle the tactical details. Fire-drill meetings become a thing of the past. This is what disciplined, adaptive planning looks like in an agile organization.
The Future of Planning: Agile as the New Standard
As Alessandro Di Fiore concludes, “The traditional planning approach needs to be revisited to serve better the purposes of the agile enterprise of the twenty-first century. Agile planning is the future of planning.” The new approach requires:
- Balancing Hard and Soft Data: Move beyond an obsession with numbers—judgment and context matter just as much.
- Aligning Teams and Strategy: Establish routines and mechanisms that keep self-organizing teams aligned with the company's overarching goals.
Bottom line: Strategic planning and agile values are not mutually exclusive—in fact, they’re essential partners. By combining disciplined planning with the flexibility to adapt, organizations can achieve true agility and set themselves up for long-term success.
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"I help create ecosystems that become legacies.”
- Jeremy Berriault
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