Scalable future planning for the middle market
How to evolve from operational to transformational
Future planning isn’t one-size-fits-all. What works for a $50M company won’t cut it at $500M — and yet, many mid-market firms are stuck with frameworks that either oversimplify the challenge or overcomplicate the process.
What mid-market leaders need is a planning model that grows with them — one that’s grounded in where they are today, but flexible enough to evolve as the business matures.
One way to make that happen? Use the three types of future planning — transactional, forecasted transformational and revolutionary transformational — as a scalable planning maturity model.
The scalability challenge in the mid-market
Mid-market companies often walk a tightrope:
- You’re not as nimble as a startup, but don’t have the dedicated planning and transformation teams that enterprise giants do.
- You’re balancing ambitious growth goals with real operational constraints — from staffing to cash flow to change fatigue.
- And you’re constantly asked to do more with less — while navigating uncertainty that never seems to take a break.
In this environment, many organizations approach planning in one of two ineffective ways:
- Overengineering: Bringing in big consulting models that aren’t built for speed or focus
- Oversimplifying: Defaulting to annual budgeting and calling it strategy
But there’s a third path — one that scales with you. It starts by understanding what kind of planning you’re ready for right now, and what it’ll take to level up.
A maturity model for future planning
Wipfli categorizes future planning approaches into three broad mindsets. When sequenced together, they form a natural maturity path — one that helps mid-market organizations scale their strategy in a way that’s realistic and effective.
Stage 1: Transactional planning
Focus: Stabilize and streamline
Best for: Early-stage growth, post-disruption resets, cost control cycles
This is where most companies start — and for good reason. Transactional planning focuses on improving what already exists. It’s about finding operational efficiencies, tightening controls and maximizing output with existing resources.
What it looks like:
- Building clear KPIs to track financial and operational performance
- Standardizing roles, processes and workflows
- Eliminating bottlenecks and reducing waste
- Prioritizing budgeting over forecasting
A regional nonprofit might use transactional planning to streamline grant compliance reporting. A growing construction firm might use it to standardize bidding processes and subcontractor management.
This stage is about creating stability. It’s where you get your house in order — and free up the energy to plan beyond today.
Stage 2: Forecasted transformational planning
Focus: Build capacity and alignment
Best for: Companies seeking to scale, mature operations or align functions
Once the foundation is in place, it’s time to look forward. Forecasted transformational planning helps organizations identify where they want to go — and what gaps must be closed to get there.
What it looks like:
- Using data to model growth paths and customer behavior
- Investing in systems and technology that enable scale
- Shifting culture to empower cross-functional collaboration
- Restructuring teams or leadership to improve agility
We’ve seen a mid-sized healthcare organization apply this approach to transform care delivery models in response to patient demand shifts. We’ve also seen school networks move into this stage when expanding to new sites, needing stronger forecasting, capital planning, and HR infrastructure.
This stage is often where future planning “grows up.” You’re not just trying to do things better — you’re trying to do things differently.
Stage 3: Revolutionary transformational planning
Focus: Innovate, disrupt and differentiate
Best for: Companies ready to leap forward or reinvent
In this mindset, strategy becomes a tool for reinvention. You’re not reacting to change — you’re leading it. Revolutionary planning is where the most dynamic organizations operate, often using think tanks, pilot projects and innovation teams to imagine what’s next.
What it looks like:
- Entering new markets or launching entirely new business models
- Replacing legacy systems and mindsets with bold alternatives
- Pursuing mergers, acquisitions, or strategic partnerships
- Embedding innovation as a core business function
We’ve seen manufacturers create separate divisions to incubate IoT-enabled services. We’ve seen nonprofits launch revenue-generating enterprises to reduce donor dependence.
It’s not that these organizations “graduate” from planning — it’s that their planning becomes fluid, creative and deeply aligned with purpose.
You don’t have to race to the top
Strategic maturity is not about speed. It’s about fit.
Some organizations will live most of their lives in Stage 1 — and that’s fine. Others will fluctuate between stages depending on external conditions or leadership priorities.
What matters is knowing:
- Where you are today.
- What your biggest friction points are.
- And what type of planning mindset will best help you grow.
For example:
- Are you struggling with cash flow or productivity? Transactional planning may be the tool you need.
- Are you trying to scale a proven model? Forecasted transformational planning helps build internal capacity.
- Are you feeling the urge to leap into something new? Revolutionary planning helps you frame and evaluate big bets.
This self-awareness allows teams to focus on the right strategic levers — and avoid overextending.
How to move up the curve
If you’re ready to evolve your planning maturity, here’s how to start:
- Assess your strategic posture: Map your current approach. Are you mostly focused on operations? Forecasting growth? Exploring new models? Each has value — the key is being honest about where your energy is going.
- Add scenario planning: No matter your planning style, layering in scenario planning strengthens it. Model best/worst/middle outcomes and define triggers to act early.
- Align leadership: Each planning level requires different types of collaboration. Make sure your executive team is aligned on goals, language and decision criteria.
- 4. Build incrementally: You don’t need to overhaul your strategy in one cycle. Start with a pilot area — a business unit, region, or function — and test a more advanced planning model there.
Planning that grows with you
Scalable future planning isn’t about having a bigger playbook. It’s about having the right one — at the right time.
By recognizing these three levels of planning maturity, mid-market leaders can choose the approach that fits their reality today, while preparing for the complexity and opportunities of tomorrow.
Ready to scale your planning approach?
Explore how Wipfli is helping mid-market businesses evolve from operational to transformational — one planning cycle at a time.
