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Most Plans Do Not Fail on Software. They Fail on Politics
In many companies planning turns into a negotiation. About targets, about budgets, about accountability.
That is understandable. As long as incentive systems reward short-term target achievement, the first plan year gets discussed more intensely than the future beyond it.
So the real problem is rarely the method. Not the process, not the software. It is the culture in which numbers get negotiated instead of assumptions being questioned and measures being discussed.
Real steering emerges where planning is not understood as control but as a shared process for shaping outcomes despite uncertainty.
A better tool changes none of this. It only makes the negotiation faster.