Old and New Plan — Part 1: Looking Back to 2025

This article is the first part of a diptych about looking back on 2025 and setting the direction for 2026, which are inextricably linked. Leaders who only look ahead miss the undercurrent of the past year; leaders who only look back are stuck in analysis. The strength lies in the combination: understanding what this year brought, so that you can choose next year in a more focused way.

From years of experience in supervising OGSM processes and strategic evaluations, we know that a good review rarely comes naturally. That is why here is a clear and applicable framework for a reflection that does not feel like a ritual, but like a strategic accelerator.

December: the month where two rhythms collide

Every leader recognizes this: December simultaneously feels like a final sprint and the moment where the contours should emerge for the new year. The pitfall lies in that duplicity. Reflection is often postponed, overstimulated, or conducted cautiously. While an effective review requires simplicity, honesty and focus.

A short and well-structured evaluation provides more than an afternoon of extensive presentations. Especially now, at the end of the year, there is an opportunity to create direction and peace.

Why looking back often pays less than hoped

Not because leaders have no desire to learn, but because looking back often derails into anecdotes, personal opinions, or conversations that are friendly but provide little direction. Many teams name symptoms, but not patterns. They remember events but miss the analysis. And they try to keep everyone comfortable, while growth sometimes requires the uncomfortable naming.

Reflection shouldn't be about finding culprits or digging into endless details; it's about uncovering what actually worked, what inhibited, and what that means for the choices you'll make next year.

The purpose of an end-of-year review

In a well-structured session, you will look back on the realization of goals, the impact of choices and the relevance of your course. You decide what should be retained, what needs to be changed and where you should have the guts to stop. This evaluation forms the foundation of your annual plan for 2026.

Three questions every leader must answer in December

Use these questions individually, in MTs, or in teams. They provide direction and sharpen the discussion.

1. What demonstrably worked this year and why?

This is about concrete results, not impressions. Which choices have really made an impact? Which goals have been fully achieved and what made that possible? Where did the approach prove effective, because it brought peace, direction or pace? By making this explicit, you can see which patterns are worth reinforcing next year.

2. Despite good intentions and efforts, what didn't work?

Every year has recurring blockages: processes that continue to tighten, initiatives that consume too much energy, or goals that never really got traction. Name that without detours. Not to judge, but to understand. Where was the strategy not sharp enough? What was the lack of focus? Where did consultations delay instead of speeding up? The clearer you are about this, the better you can prevent 2026 from becoming a repeat of moves.

3. What do we need to let go of in order to grow next year?

This is the question that gets skipped most often, but perhaps the most important one. Growth does not come from extra initiatives, but through sharp choices. Which projects, formats, rituals or goals are not delivering enough? What can disappear so that there is room for what is really important? Letting go takes guts. Nevertheless, this is often the fastest way to accelerate.

How to organize a powerful end of year session

1. Work with facts, not stories

Make sure you prepare in a compact way with an evaluation of figures, examples and achievements. This prevents the conversation from being dominated by persuasion or personal preferences. Objective input makes the conversation more honest and productive.

2. Keep the session compact and tightly structured

Plan a short block of time and divide it into clear parts. Time pressure helps and forces you to make choices, prevents too long digressions and ensures that the essentials come out more quickly.

3. Hire a facilitator

A good facilitator asks sharp questions, monitors the process and dares to name what is sometimes avoided internally. Not to steer, but to create direction. Someone from outside often makes the conversation more honest, more direct and less political. This significantly increases the quality of the reflection. Would you like guidance from an experienced OGSM facilitator? Then take contact contact us and we will discuss your question.

4. End with three decisions

Always end the review with three hard choices:

• What are we going to enlarge or strengthen?
  
  
• What do we stop doing?
  
  
• What else are we going to organize?

These three decisions act as the bridge to the new annual plan.

Why good facilitation makes a difference

Facilitation sometimes seems like a luxury, but it often provides immediate returns. An external supervisor breaks patterns that remain internal. He or she brings structure, consistency, objectivity and pace. This creates insights that go beyond the safe middle ground and that really contribute to sharpness.

A well-guided review in one hour often results in more than three internal sessions combined.

The result of a thoughtful review

A reflection should lay a good foundation for a revised plan that actually provides energy and direction. You end the year with more clarity about what worked, what didn't, and what that means for 2026, providing support, focus and a sharper strategy. This way, you not only understand what happened, but above all why and which choices are now logical and necessary.

Reflection is a conscious choice to make yourself and your organization perform better.

Ready to take the next step?

Read part 2: Looking ahead to 2026.

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