{"id":884,"date":"2026-07-02T17:43:48","date_gmt":"2026-07-02T17:43:48","guid":{"rendered":"https:\/\/www.ahandersonconsulting.com\/blog\/?p=884"},"modified":"2026-07-02T17:45:11","modified_gmt":"2026-07-02T17:45:11","slug":"technologys-impact-on-strategic-planning-and-execution","status":"publish","type":"post","link":"https:\/\/www.ahandersonconsulting.com\/blog\/technologys-impact-on-strategic-planning-and-execution\/","title":{"rendered":"Technology’s Impact on Strategic Planning and Execution"},"content":{"rendered":"\n

Special thanks to\u00a0Computers Unlimited (David Schaer),\u00a0CM2 Incorporated (Kevin Falconer)\u00a0and\u00a0Norris Cylinders\u00a0(Jessie Strong and\u00a0Michael Rollins) for their insights and contributions.<\/strong>\u00a0<\/p>\n\n\n\n

In this\u00a0ever-changing business landscape of technological advancements and regional\/global disruptions, strategic planning\u00a0has become\u00a0essential\u00a0for\u00a0businesses\u00a0seeking\u00a0to\u00a0navigate these uncertainties.\u00a0While historically viewed as an inflexible, long-term process,\u00a0strategic planning has evolved significantly\u00a0in recent years.\u00a0Several key trends have\u00a0emerged\u00a0in this space\u00a0including\u00a0more\u00a0frequent\u00a0review\u00a0cycles,\u00a0broader\u00a0use of\u00a0data-driven\u00a0analytics,\u00a0increased\u00a0focus on\u00a0resilience\u00a0and\u00a0sustainability,\u00a0and tighter\u00a0integration\u00a0with day-to-day implementation to\u00a0more effectively\u00a0drive organizational success.\u00a0In Deloitte\u2019s 2026 Human Capital Trends report,\u00a0the firm\u00a0shared that<\/p>\n\n\n\n

\n

Successful organizations are shifting to continuous, agile (strategic) planning, as 7 in 10 leaders prioritize speed and adaptability\u2026.\u00a0and\u00a060% of boards\u00a0identify\u00a0execution oversight as their top priority.<\/em><\/strong><\/p>\n<\/blockquote>\n\n\n\n

Accordingly,\u00a0we will take a deeper look at the influence of technology on strategic planning\u00a0trends and\u00a0share\u00a0best practices that have\u00a0emerged\u00a0from different segments of the industrial\u00a0gases\u00a0industry.\u00a0This article was\u00a0also\u00a0published in\u00a0Gasworld\u00a0magazine\u2019s US Edition in their\u00a0July\u00a0issue.<\/strong>\u00a0<\/p>\n\n\n\n

Definition<\/strong> <\/h2>\n\n\n\n

The term \u201cstrategic planning\u201d\u00a0can have a wide range\u00a0of\u00a0meanings, so for this article we will use the Balanced Scorecard Institute\u2019s definition of\u202f\u201cthe ongoing, structured process of defining an organization\u2019s long-term direction, setting priorities, and allocating resources to achieve specific goals.\u201d The definition continues with \u201ctranslating\u00a0a company’s vision into actionable, measurable steps\u2014often documented in a strategic plan\u2014to ensure alignment across departments and to facilitate adaptation to market changes.\u201d\u00a0While\u00a0planning horizons vary\u00a0widely,\u00a0most organizations\u00a0operate\u00a0on a\u00a0three-to-five-year\u00a0timeframe, although\u00a0this window is\u00a0gradually shortening due to\u00a0continued market\u00a0volatility.<\/p>\n\n\n\n

Trends<\/strong> <\/h2>\n\n\n\n

One of the shifting trends in this space is the\u00a0time\u00a0horizon\u00a0of the strategic\u00a0plan.\u00a0For many organizations, a\u00a0three-to-five-year\u00a0strategic plan timeline balances ambition and vision with the ability to remain agile.\u00a0This time horizon has historically\u00a0been\u00a0used by the\u00a0Industrial Gas (IG)\u00a0Majors\u00a0and other businesses within the industry,\u00a0largely\u00a0due to\u00a0their\u00a0capital intensity\u00a0and the long-term nature of customer\u00a0and\u00a0business relationships.\u00a0However,\u00a0among\u00a0smaller businesses\u00a0and other segments\u00a0within the IG industry,\u00a0there\u00a0has been a shift to shorter-term planning\u00a0due to current\u00a0market\u00a0volatility,\u00a0as well as\u00a0a desire\u00a0to distinguish themselves in the marketplace and\u00a0be\u00a0more nimble and able\u00a0to shift direction quickly to meet customer needs.<\/p>\n\n\n\n

Another trend is the increasing use of AI-powered research, monitoring, and analytics. Organizations are increasingly leveraging AI beyond the traditional operations, sales and marketing, and creative ideation areas of their businesses, to enhance elements of their strategic plans. By 2026, 80% of high-growth firms expect AI to be central to their strategy and transformation efforts, according to Forrester.<\/em><\/strong> AI enables real-time scenario planning and sophisticated risk assessment, helping leaders adapt quickly to changing conditions. <\/p>\n\n\n\n

Organizational resilience and risk management are now at the forefront of strategy and transformation planning. Organizations are building resilience into their strategies to withstand shocks and disruptions, whether from global crises or industry-specific risks. Scenario planning, stress testing, and crisis simulation are becoming standard practices. The pandemic highlighted the value of supply chain diversification, prompting many companies to reexamine their vulnerabilities. According to Accenture, 68% of leaders list resilience as a top transformation goal for 2026 and beyond.<\/em><\/strong>  <\/p>\n\n\n\n

Another key trend influencing strategic planning, alongside virtually every aspect of business, is the impact of digital transformation. With the continuing rise of these technologies (i.e., AI, data\/analytics, IoT, automation, e-commerce, etc.) organizations are harnessing these tools to gain deeper insights, identify emerging trends, and make data-driven decisions more quickly and frequently. Digital transformation has revolutionized the way strategic planning is approached, enabling organizations to gather real-time information and respond swiftly to market changes. <\/p>\n\n\n\n

These\u00a0evolving\u00a0trends\u00a0are reshaping\u00a0how\u00a0companies\u2019\u00a0approach\u00a0both\u00a0strategic planning and\u00a0the\u00a0execution of their\u00a0plans.\u00a0To illustrate these shifts, we\u00a0now\u00a0take\u00a0a deeper look\u00a0at three companies\u00a0across\u00a0different segments of the industrial gas industry\u00a0and\u00a0explore\u00a0how their approach to strategy\u00a0has\u00a0evolved.<\/p>\n\n\n\n

Software & Solutions<\/strong> <\/h2>\n\n\n\n

Computers Unlimited (CU) has been operating in the North America industrial gases market for over forty-five (45) years and has grown to become one of the leading providers of ERP and related products\/services to the US distributor market. It also has a strong presence in the Home Medical Equipment (HME\/DME) market. <\/p>\n\n\n\n

With respect to strategy,\u00a0CU\u2019s approach\u00a0has historically been focused on\u00a01\u20132-year\u00a0timeframes\u00a0but acknowledges that their strategy evolves and is not static due to market\/customer feedback. Their core philosophy is one that has emphasis on making the right decisions\u00a0incrementally,\u00a0maintaining\u00a0product\/service flexibility and course\u00a0correcting as needed.<\/p>\n\n\n\n

\n

Our approach is driven by a simple principle, combine deep industry expertise with\u00a0practical innovation to help customers navigate change and position themselves for future success.<\/em><\/strong><\/p>\n<\/blockquote>\n\n\n\n

\u2014 David Schaer, President Computers Unlimited<\/p>\n\n\n\n

Technology is an enabler of strategic planning and execution, not the strategy itself. While AI has introduced new opportunities for efficiency and insight, it has not fundamentally changed our direction. What it has done is improve clarity, accelerate execution, and help organizations focus on the initiatives that drive the greatest business value. <\/p>\n\n\n\n

At CU, they see technology and AI as tools that strengthen decision-making, enhance operational visibility, and improve organizational alignment. Ultimately, technology has enabled greater velocity and cadence in how businesses plan, adapt, and execute \u2014 turning responsiveness and agility into meaningful strategic advantages. <\/p>\n\n\n\n

Independent Distributor<\/strong> <\/h2>\n\n\n\n

CM2 Incorporated (CM2<\/sup>) is a leading independent distributor formed by the merger of two large family-owned businesses, Central MacGowan and Minneapolis Oxygen in 2025. Their geographic footprint covers ~24 locations across the upper Midwest (IA, KS, MN, MO, ND, SD, WI) making them one of the largest players in the region. Post merger and acquisition, the company has focused on unifying their brand structure (with the launch of CM2<\/sup> Supply and other product lines) with a clear and aligned vision, mission, and values maintaining the focus on the customer paramount. <\/p>\n\n\n\n

Strategic planning and execution are also an area that has gone through the process of alignment. CM2<\/sup> Supply\u2019s approach to strategy is one that is more of a \u201ccontinuous\u201d strategy, which is dynamic and proceeds through iterative improvement cycles. More specifically, they utilize a 90-Day Execution cadence where the annual goals are broken into quarterly (90-day) priorities that are reviewed and adjusted, enabling faster adaptation to new data and continuous course correction. And obviously this cascades down to an operational level where there is weekly operating rhythm driven by performance metrics and understanding what is working and not working, creating a real-time feedback loop between execution and strategy.<\/p>\n\n\n\n

\n

The companies that win in the future will be the ones that can align people, make decisions quickly, and adapt without losing sight of who they are. We believe strategy is not an event or a one-off meeting, it\u2019s a commitment to continuous execution, learning, and improvement.<\/em><\/strong><\/p>\n<\/blockquote>\n\n\n\n

\u2014 Kevin Falconer of CM\u00b2 Supply.<\/p>\n\n\n\n

From a technology perspective, data-driven decision making has been the big enhancement to the process thus far. More and more data is available for these weekly\/quarterly reviews, accelerating decision cycles and driving more frequent strategic adjustments. In addition to data\/analytics, AI integration in planning has also begun with use cases in budgeting and forecasting with expected results of higher forecast accuracy and broader organizational trust in the data. <\/p>\n\n\n\n

Cylinder Manufacturer<\/strong> <\/h2>\n\n\n\n

The Norris Cylinder Company, a wholly owned subsidiary of TriMas Corporation, is one of the last remaining \u2013 and effectively the only – domestic manufacturer of forged steel high-pressure cylinders in the United States. With more than 70 years of operational history, the company serves as a critical supplier to both the major industrial gas suppliers and independent distributors. Although steel cylinders have been around for over 125 years, they continue to be used in virtually every end-market and remain an integral component of the gas delivery system for many manufacturing processes. <\/p>\n\n\n\n

Given its long history in the industry, Norris Cylinder has experienced many business cycles and recognizes the importance of strategic planning and execution in weathering those cycles. Its approach is anchored in a three-to-five-year planning horizon and supported by a strong reliance on data-driven insights. The company\u2019s core philosophy might be best described as \u201cBetter Data = Better Strategy.\u201d It is reflected in its use of key inputs such as CRM-driven (customer demand) data and voice-of-customer (VOC) analytics, some of which are AI-enabled. Together these capabilities have led to deeper customer insights, faster and more confident decision-making, and more structured, effective execution. <\/p>\n\n\n\n

Norris Cylinder also acknowledges that their plans have become less static and are now more continuously adjusted based on real-time market data, customer demand shifts, and macroeconomic volatility.<\/p>\n\n\n\n

\n

Although our core mission remains the unchanging bedrock of everything we do, in today\u2019s fast changing world, we have\u00a0shifted our strategic planning to happen more\u00a0frequently, embracing greater agility and flexibility.\u00a0This allows us to respond swiftly and proactively to changing market conditions and customer needs.<\/em><\/strong>\u00a0<\/p>\n<\/blockquote>\n\n\n\n

\u2014 Michael Rollins, VP Sales & Marketing at Norris Cylinders<\/p>\n\n\n\n

The increased availability of real-time data has enabled more granular and detailed planning across commercial,\u00a0operational,\u00a0and technical teams, while strengthening the integration between strategy with execution. This alignment enables faster and more confident course correction when needed, while reducing the risk of surprises and misalignment.<\/p>\n\n\n\n

Best Practices<\/strong> <\/h2>\n\n\n\n

Based on these insights along with broader industry trends, several best practices emerge for companies looking to improve their planning and execution processes. <\/p>\n\n\n\n

    \n
  • Continuous vs Static Planning<\/strong>\u00a0\u2013 All three organizations treated strategic planning as an ongoing operational process rather than a once-per-year (or less frequent) exercise. The specific practices were frequent reassessment of\u00a0market conditions, dynamic adjustment of priorities, greater use of operational data for real-time decision-making, and cross-functional strategy reviews.\u00a0\u00a0<\/li>\n<\/ul>\n\n\n\n
      \n
    • Data First Strategy<\/strong>\u00a0\u2013\u00a0Almost every\u00a0business process and technology platform states that \u201cdata\u201d is a critical success factor, and strategic planning and execution\u00a0are\u00a0no different. The quality, availability and completeness of the data extracted from \u201cinternal systems\u201d are critical to ensuring\u00a0accurate\u00a0real-time operational monitoring, KPI-driven management, and data-informed decision making, that help the organizations deliver on budgets and forecasts generated by the planning process.<\/li>\n<\/ul>\n\n\n\n
      \n

      Good strategy depends on good information. We want to turn operational data into actionable insight, so we can make better and quicker decisions, solve problems, and adapt to changing conditions. Data only becomes valuable when it creates clarity and drives execution.<\/em><\/strong><\/p>\n<\/blockquote>\n\n\n\n

      \u2014 Kevin Falconer of CM\u00b2 Supply.<\/p>\n\n\n\n

        \n
      • Invest in Automation for Strategic Flexibility<\/strong>\u00a0\u2013 Every business continues to invest in automation as an enabler of operational improvement and enhance its ability to meet customer expectations. It also requires investment in the \u201cright\u201d AI-enabled tools (for your specific business) not only to process large volumes of data, but also to help companies\u00a0identify\u00a0patterns, better understand market behavior, and\u00a0anticipate\u00a0scenarios with increasing levels of accuracy. Strategy is increasingly being tied directly to capital allocation and technology, so if there is \u201cno clear and thought-out strategy,\u201d there will\u00a0likely be\u00a0\u201climited or no funding\u201d for capital investment and technology.<\/em><\/strong><\/li>\n<\/ul>\n\n\n\n
        \n

        In operational environments, AI is most valuable when it enhances visibility, improves forecasting, and enables faster, data-driven decisions. Best practices focus on integrating AI into everyday workflows in ways that are practical, scalable, and measurable.<\/em><\/strong><\/p>\n<\/blockquote>\n\n\n\n

        \u2014 David Schaer<\/em>, President Computers Unlimited<\/p>\n\n\n\n

        \n

        We use AI to make sharper more confident decisions to support our overall capital execution strategy.\u00a0This allows us to continuously pressure test strategic vision within an ever changing, dynamic market.<\/em><\/strong><\/p>\n<\/blockquote>\n\n\n\n

        \u2014 Jessie Strong, CEO Norris Cylinders<\/em><\/em><\/p>\n\n\n\n

          \n
        • Execution Discipline<\/strong>\u00a0\u2013 The quality and discipline of a company\u2019s execution is viewed as more important than having overly complex strategic plans. More specifically,\u00a0execution discipline matters as much as strategy itself. The focus is on\u00a0establishing\u00a0clear accountability structures, operational KPI tracking, and incremental operational improvements, with\u00a0a regular\u00a0and consistent cadence that reliably drives outcomes and results consistently.<\/li>\n<\/ul>\n\n\n\n
            \n
          • Resilience & Scenario Planning\u00a0<\/strong>\u2013\u00a0It is clear that high\u00a0performing businesses continue to\u00a0demonstrate\u00a0heightened focus on resilience due to ongoing supply chain volatility, labor\u00a0constraints,\u00a0and changing market conditions.\u00a0Many companies excel at analyzing what has already\u00a0occurred,\u00a0such as last\u00a0quarter\u2019s\u00a0or last years\u2019 performance, but are less effective at\u00a0anticipating\u00a0what is\u00a0coming next. Successful companies have flipped this, spending less time explaining the past and more time preparing for multiple\u00a0possible futures. They track weak\u00a0signals, leading indicators such as economic indices, shifts in competitor activities or hiring\u00a0patterns\u00a0and emerging regulatory discussions\u00a0bolstered by AI-enhanced analytics.\u00a0They see trends before they become obvious and respond.\u00a0<\/li>\n<\/ul>\n\n\n\n

            Closing<\/strong> <\/h2>\n\n\n\n

            In today’s rapidly evolving business landscape, strategic planning continues to play a crucial role in the success of organizations. In recent years, there has been a noticeable shift towards modern strategy planning which embraces agility, flexibility, and adaptability. Organizations are realizing the importance of continuously monitoring and adjusting their strategies to stay relevant and seize new opportunities. The companies that are able to do this effectively and faster than their peers are able to secure more than their fair share of the market. Is your business actively strengthening and upskilling its strategic planning capabilities?<\/p>\n","protected":false},"excerpt":{"rendered":"

            Special thanks to\u00a0Computers Unlimited (David Schaer),\u00a0CM2 Incorporated (Kevin Falconer)\u00a0and\u00a0Norris Cylinders\u00a0(Jessie Strong and\u00a0Michael Rollins) for their insights and contributions.\u00a0 In this\u00a0ever-changing business landscape of technological advancements and regional\/global disruptions, strategic planning\u00a0has become\u00a0essential\u00a0for\u00a0businesses\u00a0seeking\u00a0to\u00a0navigate these uncertainties.\u00a0While historically viewed as an inflexible, long-term process,\u00a0strategic planning has evolved significantly\u00a0in recent years.\u00a0Several key trends have\u00a0emerged\u00a0in this space\u00a0including\u00a0more\u00a0frequent\u00a0review\u00a0cycles,\u00a0broader\u00a0use of\u00a0data-driven\u00a0analytics,\u00a0increased\u00a0focus on\u00a0resilience\u00a0and\u00a0sustainability,\u00a0and tighter\u00a0integration\u00a0with day-to-day […]<\/p>\n","protected":false},"author":2,"featured_media":885,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[243,11,9,46,86,1],"tags":[],"class_list":["post-884","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-artificial-intelligence-ai","category-digital-strategy","category-industrial-gases","category-organisation","category-resilience","category-uncategorized"],"_links":{"self":[{"href":"https:\/\/www.ahandersonconsulting.com\/blog\/wp-json\/wp\/v2\/posts\/884","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.ahandersonconsulting.com\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.ahandersonconsulting.com\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.ahandersonconsulting.com\/blog\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/www.ahandersonconsulting.com\/blog\/wp-json\/wp\/v2\/comments?post=884"}],"version-history":[{"count":20,"href":"https:\/\/www.ahandersonconsulting.com\/blog\/wp-json\/wp\/v2\/posts\/884\/revisions"}],"predecessor-version":[{"id":905,"href":"https:\/\/www.ahandersonconsulting.com\/blog\/wp-json\/wp\/v2\/posts\/884\/revisions\/905"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.ahandersonconsulting.com\/blog\/wp-json\/wp\/v2\/media\/885"}],"wp:attachment":[{"href":"https:\/\/www.ahandersonconsulting.com\/blog\/wp-json\/wp\/v2\/media?parent=884"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.ahandersonconsulting.com\/blog\/wp-json\/wp\/v2\/categories?post=884"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.ahandersonconsulting.com\/blog\/wp-json\/wp\/v2\/tags?post=884"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}