---
title: "Planificación estratégica industrial: agilidad y rendimiento en Chile | BBA"
date: 2025-11-06T00:00:00-05:00
author: Juliette Cote
canonical_url: "https://www.bbaconsultants.com/es-cl/publications/planificacion-estrategica-industrial-chile"
section: Publications
---
1. ## Making strategy a tool for agility and relevance
    
    A strategic plan should illuminate decisions, engage teams and guide action. To be effective, it must answer three key questions:
    
    
    - Why do we exist?
    - Where do we want to go?
    - How will we get there?
    
    The clarity of the ***why*** sets the direction. The honesty of the ***where*** defines the effort required. And the rigor of the ***how*** turns intent into results.
    
    ## Four-step planning to turn vision into action
    
    The process of developing a strategic plan is clear and iterative:
    
    ### **1. Define the future state**
    
    Every strategy begins with a concrete vision, a projection of what the organization wants to become.
    
    It starts by asking fundamental questions:
    
    
    - What will be our place in tomorrow’s value chain?
    - What kind of environmental, technological and human footprint do we want to leave?
    - How must our expertise evolve to remain relevant?
    
    At this stage, the goal is to imagine an ambitious yet achievable future — and to define its contours clearly.
    
    ### **2. Diagnose the current state**
    
    A sound strategy requires an honest understanding of where you currently stand. That means examining strengths, weaknesses and blind spots without complacency:
    
    
    - Do we have the right skills and tools to execute our vision?
    - Do our internal processes support or hinder our ambition?
    - Does our organizational culture encourage innovation?
    
    **“By clearly naming reality, we create the conditions for lasting change. To do so, we ask our clients to be brutally honest about their current situation,”** explains Susan Eick , Vice President, Strategic Advisory.
    
    ### **3. Leverage existing strengths**
    
    Every organization holds unique levers: technical know-how, a strong culture, valuable data, trusted partnerships, and more. A good strategy identifies these assets and puts them to work for the desired future.
    
    Ask yourself:
    
    
    - What are our recent successes that can serve as models for the future?
    - Which capabilities can we amplify?
    - Which differentiators could become our strategic advantages?
    
    ### **4. Move from plan to action, with clear accountability**
    
    Execution means prioritizing initiatives, clarifying accountabilities and readjusting regularly.
    
    
    - How will we measure our progress in concrete terms?
    - Do our resource allocations match our strategic priorities?
    - Are our priorities clearly understood and shared across all levels?
    
    A living strategy adapts to its context and stays relevant through frequent reassessment cycles.
    
    ## Human alignment, the engine of a sustainable strategy
    
    A strategy delivers results only when it’s carried collectively. Alignment grows from mutual trust, transparency and open dialogue among your people. These conditions enable everyone to contribute fully, express ideas and engage in execution.
    
    A strong strategy isn’t just about doing incrementally better, it’s about doing better differently. It redefines how value is created, how teams collaborate and how operations impact the organization’s many stakeholders.
    
    **“A meaningful strategy inspires action and unites people around a shared vision. By staying brutally honest about our strengths and challenges, we turn ambition into tangible, meaningful results,”** concludes Susan Eick.
    
    ### The best strategies aren’t read, they’re lived. And it all begins with how they’re built.
 
This content is for general information purposes only. All rights reserved ©BBA

 

    1. ![Pr employee women susan eick retouch web SQ LR BBA](https://www.assets.bbaconsultants.com/bba-production-assets/production/images/avatars/_size_avatar/205536/Pr-employee-women-susan-eick-retouch-web-SQ-LR-BBA.webp)   
    
     Susan Eick
    
    Vicepresidenta de Consultoría
    
         Leer bio   [  ](https://www.linkedin.com/in/susaneick1/)  **Susan es una ejecutiva sénior con más de 35 años de experiencia en estrategia comercial y marketing.** Ayuda a los líderes a alinear equipos, crear una cultura resiliente y mejorar el desempeño en entornos industriales complejos.​​
    
    **Áreas de especialización:**
    
    
    - Estrategia comercial y alineación
    - ​Liderazgo ejecutivo y cohesión de equipos
    - ​Cultura y comportamientos organizacionales
    - Gestión y adopción del cambio​​
    
    **Principales logros:** Como CEO de Refinery Leadership Partners, hoy parte de BBA, Susan construyó una práctica de asesoría reconocida y acompañó a equipos ejecutivos en la implementación de estrategias y procesos de transformación en entornos complejos y de alta presión.
    
    ​​**Enfoque y valor añadido:** Susan comprende la realidad de las operaciones: plazos ajustados, decisiones difíciles y la necesidad de un desempeño seguro y confiable. Ayuda a los líderes a superar la complejidad, alinear a sus equipos e integrar los comportamientos que impulsan resultados duraderos.​
 
 

       

  

  

 

    - [  17 ago 2026 
    
     Structural engineering early phase: unlocking value through early decisions 
    
     
    
     
    
    
    - ![Nicolas Samson](https://www.assets.bbaconsultants.com/bba-production-assets/production/images/avatars/_size_avatar/197852/Nicolas-Samson.webp)   
        
         Nicolas Samson, P.Eng.
        
        Senior Engineer, Structural
     
       
    
     
    
      ](https://www.bbaconsultants.com/es-cl/perspectivas/structural-engineering-early-phase-unlocking-value-through-early-decisions "Structural engineering early phase: unlocking value through early decisions")
- [  12 ago 2026 
    
     Four mistakes that can harm the future performance of industrial assets 
    
     
    
     
    
    
    - ![Caroline provost](https://www.assets.bbaconsultants.com/bba-production-assets/production/images/avatars/_size_avatar/208557/Caroline-provost.webp)   
        
         Caroline Provost P.Eng.
        
        Director, Operational Strategy Implementation
     
       
    
     
    
      ](https://www.bbaconsultants.com/es-cl/perspectivas/four-mistakes-that-can-harm-the-future-performance-of-industrial-assets "Four mistakes that can harm the future performance of industrial assets")
- [  27 jul 2026 Minería y metalurgia  
    
     
    
     Por qué las decisiones tempranas sobre relaves definen el desempeño de la mina a largo plazo 
    
     
    
     
    
    
    - ![Geraldine Cosset](https://www.assets.bbaconsultants.com/bba-production-assets/production/images/avatars/_size_avatar/206707/Geraldine-Cosset.webp)
    - ![Jared Purdy](https://www.assets.bbaconsultants.com/bba-production-assets/production/images/avatars/_size_avatar/212424/Jared-Purdy.webp)
     
       
    
     
    
      ](https://www.bbaconsultants.com/es-cl/perspectivas/las-decisiones-sobre-relaves-definen-desempeno-mina-a-largo-plazo "Por qué las decisiones tempranas sobre relaves definen el desempeño de la mina a largo plazo")
- [  02 jul 2026 Minería y metalurgia  
    
     
    
     Python: Una herramienta clave para el análisis de datos en el procesamiento de minerales 
    
     
    
     
    
    
    - ![Charles Blais](https://www.assets.bbaconsultants.com/bba-production-assets/production/images/avatars/_size_avatar/211197/Charles-Blais.webp)
    - ![Juan Pablo Vergara](https://www.assets.bbaconsultants.com/bba-production-assets/production/images/avatars/_size_avatar/211266/Juan-Pablo-Vergara.webp)
     
       
    
     
    
      ](https://www.bbaconsultants.com/es-cl/perspectivas/python-una-herramienta-clave-para-analisis-datos-en-procesamiento-minerales "Python: Una herramienta clave para el análisis de datos en el procesamiento de minerales")
 
 

       

 

 [ Ver todo 

 ](https://www.bbaconsultants.com/es-cl/perspectivas "Ir a la página del listado de Publications") 

 

   

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 1. ## Making strategy a tool for agility and relevance
    
    A strategic plan should illuminate decisions, engage teams and guide action. To be effective, it must answer three key questions:
    
    
    - Why do we exist?
    - Where do we want to go?
    - How will we get there?
    
    The clarity of the ***why*** sets the direction. The honesty of the ***where*** defines the effort required. And the rigor of the ***how*** turns intent into results.
    
    ## Four-step planning to turn vision into action
    
    The process of developing a strategic plan is clear and iterative:
    
    ### **1. Define the future state**
    
    Every strategy begins with a concrete vision, a projection of what the organization wants to become.
    
    It starts by asking fundamental questions:
    
    
    - What will be our place in tomorrow’s value chain?
    - What kind of environmental, technological and human footprint do we want to leave?
    - How must our expertise evolve to remain relevant?
    
    At this stage, the goal is to imagine an ambitious yet achievable future — and to define its contours clearly.
    
    ### **2. Diagnose the current state**
    
    A sound strategy requires an honest understanding of where you currently stand. That means examining strengths, weaknesses and blind spots without complacency:
    
    
    - Do we have the right skills and tools to execute our vision?
    - Do our internal processes support or hinder our ambition?
    - Does our organizational culture encourage innovation?
    
    **“By clearly naming reality, we create the conditions for lasting change. To do so, we ask our clients to be brutally honest about their current situation,”** explains Susan Eick , Vice President, Strategic Advisory.
    
    ### **3. Leverage existing strengths**
    
    Every organization holds unique levers: technical know-how, a strong culture, valuable data, trusted partnerships, and more. A good strategy identifies these assets and puts them to work for the desired future.
    
    Ask yourself:
    
    
    - What are our recent successes that can serve as models for the future?
    - Which capabilities can we amplify?
    - Which differentiators could become our strategic advantages?
    
    ### **4. Move from plan to action, with clear accountability**
    
    Execution means prioritizing initiatives, clarifying accountabilities and readjusting regularly.
    
    
    - How will we measure our progress in concrete terms?
    - Do our resource allocations match our strategic priorities?
    - Are our priorities clearly understood and shared across all levels?
    
    A living strategy adapts to its context and stays relevant through frequent reassessment cycles.
    
    ## Human alignment, the engine of a sustainable strategy
    
    A strategy delivers results only when it’s carried collectively. Alignment grows from mutual trust, transparency and open dialogue among your people. These conditions enable everyone to contribute fully, express ideas and engage in execution.
    
    A strong strategy isn’t just about doing incrementally better, it’s about doing better differently. It redefines how value is created, how teams collaborate and how operations impact the organization’s many stakeholders.
    
    **“A meaningful strategy inspires action and unites people around a shared vision. By staying brutally honest about our strengths and challenges, we turn ambition into tangible, meaningful results,”** concludes Susan Eick.
    
    ### The best strategies aren’t read, they’re lived. And it all begins with how they’re built.
 
This content is for general information purposes only. All rights reserved ©BBA