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Another major misunderstanding of strategic management is in its responsiveness to change. Plans are not meant to be cast in stone and never adjusted for changing conditions. They are not meant to be unyielding. In fact, research shows that most strategic plans consist of a higher percentage of emergent plans than intended. This is the same reason that many smaller organizations are able to outperform larger organizations--they rely on their responsiveness and adaptability. In such a condition, strategic plans should be viewed as a vehicle for gathering information, analyzing its potential impact on the organization, and refocusing efforts to meet any new demands. Therefore, strategic planning actually enhances a firm's responsiveness instead of restricting it.

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