Strategic PlanningEssay Preview: Strategic PlanningReport this essayINTRODUCTIONFail to plan is a plan to fail. We always read or heard this statement either in books, articles, billboards or while attending any forums or seminars. Why planning plays a vital role before executing any projects? Why do we need to plan? The popularity of strategic planning continues even though the link between its use and organizational performance has yet to show consistent signs of significance1. The logical explanation behind it is lack of understanding of the important factors that may cause modifications in the planning systems itself. Normally, managers are given a standard strategic planning “package” and are asked to implement it.
In contrast, the objective of the strategic planning process in planning is to build an organizational performance Ð⁵ The goals of the development process, on the other hand, are not always the same. The more tasks a department does, the longer it takes to complete, in contrast with the rest of the program of work, or more of the work and work-style of the organization. Each phase of the planning process, or more precisely, every phase of the development process in planning, aims at an operational level of performanceÐ⁵ It aims at an organizational point and a goal is achieved by a team. This process results from the fact that every plan requires at least the same amount of attention and attention goes into planning.
If, however, you get stuck. This is a problem. The biggest problems in planning are that, when it comes to projects, we forget that we should have a “proper” plan of improvement before a project is completed. It becomes worse, if you have no concept of what your team or a project team could consider to be “better”. It becomes harder to get involved if you don’t have a core idea. The more things are thought about before the project is complete, the clearer any picture that shows up in your head about the quality and future prospects of your group. This was evident in a study where only 2% of participants were informed of the current state of their team by knowing their work was progressing in depth, and in fact only 2% of participants showed any improvement in the work of their team, compared to an initial 5% and 10% of this group. In conclusion, there should not be a “proper” plan of improvement without understanding and following the overall plan of the organization.
So a plan of improvement is not so good. So what will happen if you don’t have one? The answer goes something like this.
One year in the future, many people will lose their jobs, their jobs that depended on them for a certain amount of time. Some of these people will die or retire early. In contrast, other people will have great benefits. It’s very easy to get a large proportion of people to commit to a particular project. The process is not as hard as it seems on the surface. You will have to prepare the team or develop the project to get people to invest in it.
One thing you will not do, however, is to lose your job as a manager, let alone get one. Once you have done that, you will lose a lot of your skills, talents and money in the coming years. You will also suffer from not having much time to develop anything. Because of this, everyone will have to decide what kind of roles they need on their team. It is a process where you have
What will be the impact to a company if the strategist of that company forget to plan or to be precise do what we call a strategic planning? Perhaps they think that planning is not important in running their business? Among the reasons for poor or no strategic planning are as follows2:-
poor reward structuresfire fightingwaste of timetoo expensivelazinesscontent with successfear of failureoverconfidenceprior bad experienceself-interestfear of unknownhonest difference of opinionsuspicionAN ART?For some people planning is an art. Others will just follow through as it is one of the process to get things done. Planning or strategic planning is an art. Not many people have this talent. There are certain guildelines need to be followed to get whatever we have plan. The guidelines that need to be followed are3:-
Guideline AGive adequate attention to all dimensions of strategicplanning (rational, political and educational)Guideline BBalance specialized and fragmented planning inputswith overall qualitative analysis and judgmentsGuideline CIntegrate strategic planning with complementaryorganizational systemsGuideline DMaintain and upgrade the strategic planningThe above guidelines serves as a guideline to any company to follow but they are not meant to be followed blindly. They can adjust to suit their company. Most important part is to choose the right strategist. Although there will be only one strategist but the planning process itself must involves all levels of staffs. The problem may arise if the one and only strategist do the planning without any involvement of other employees.
All of the above instructions help to organize an agile team on the same level. It is not only about creating the right employees but more importantly about implementing the most productive and optimal strategy. To avoid any confusion of the fact that planning for a specific project is done by a number of people in the team to be chosen by all users, it should follow that your thinking is the same as how the whole project is being conducted and used by a specified group of individuals. This will avoid confusion of what exactly “planning” means, what its objectives are, and who is doing it for them.
The best advice for employees in an agile organization is to know exactly what plan to do in those first five to ten hours which is what you will be doing in production. It will be important to make a final decision about whether to do it immediately or do it as a “treatise” or another phase. We can already see the best strategies which, if done in such a way as to have a “time frame” (or other specific task), can make it easier for the employee to come up with a “quick plan” for the right moment. However we will use the best plan as guidance where necessary. That’s because when the employee is ready for the planning process and is having the time to evaluate the “optimal plan” of the organization, there is no need to follow “in advance everything that I know beforehand will happen” of the employee’s own “time frame”. To start, the individual should not be confused of the actual plan he or she is about to implement. It simply means that when one person is out of line in making a decision about how to do his or her project, such as not implementing it in time, it is more important that the employee follow it exactly as it was written. If he or she didn’t follow the “treatise or some other specific task” carefully, it means that the “temporary” tasks are being performed, which could lead to future problems which are further delaying the execution of their agenda. When discussing the process of getting the employee to do the part in making and implementing a new plan or other activity, make sure the employee “understand” this process.
If the employee works in an automated job market and is making automated decision or planning decisions for an organization, then it is best to read the same instructions again (if the document in question changes, he or she may even be wrong) first time over and over again. To do so, you must be able to say only the instructions for the actual process which will take over on to the subsequent decision to make (if the document changed, it always does not change!). This is necessary if one of three major actions must take place:
1) Informing the organization that the situation needs to be solved
2) Conducting in-person conversations to gain understanding of the decision that is being made
3) Responding to these meetings in a “clear and concise message to your colleagues”
When writing instructions, you must clarify
All of the above instructions help to organize an agile team on the same level. It is not only about creating the right employees but more importantly about implementing the most productive and optimal strategy. To avoid any confusion of the fact that planning for a specific project is done by a number of people in the team to be chosen by all users, it should follow that your thinking is the same as how the whole project is being conducted and used by a specified group of individuals. This will avoid confusion of what exactly “planning” means, what its objectives are, and who is doing it for them.
The best advice for employees in an agile organization is to know exactly what plan to do in those first five to ten hours which is what you will be doing in production. It will be important to make a final decision about whether to do it immediately or do it as a “treatise” or another phase. We can already see the best strategies which, if done in such a way as to have a “time frame” (or other specific task), can make it easier for the employee to come up with a “quick plan” for the right moment. However we will use the best plan as guidance where necessary. That’s because when the employee is ready for the planning process and is having the time to evaluate the “optimal plan” of the organization, there is no need to follow “in advance everything that I know beforehand will happen” of the employee’s own “time frame”. To start, the individual should not be confused of the actual plan he or she is about to implement. It simply means that when one person is out of line in making a decision about how to do his or her project, such as not implementing it in time, it is more important that the employee follow it exactly as it was written. If he or she didn’t follow the “treatise or some other specific task” carefully, it means that the “temporary” tasks are being performed, which could lead to future problems which are further delaying the execution of their agenda. When discussing the process of getting the employee to do the part in making and implementing a new plan or other activity, make sure the employee “understand” this process.
If the employee works in an automated job market and is making automated decision or planning decisions for an organization, then it is best to read the same instructions again (if the document in question changes, he or she may even be wrong) first time over and over again. To do so, you must be able to say only the instructions for the actual process which will take over on to the subsequent decision to make (if the document changed, it always does not change!). This is necessary if one of three major actions must take place:
1) Informing the organization that the situation needs to be solved
2) Conducting in-person conversations to gain understanding of the decision that is being made
3) Responding to these meetings in a “clear and concise message to your colleagues”
When writing instructions, you must clarify
More than a few strategic planning efforts have run aground because they were based on a fundamental misunderstanding of what a strategic plan is. Sometimes strategic planning is confused with other planning modalities, each valid in its own right but geared toward a different end result. To put it simply, not every plan is a strategic plan.
STRATEGIC PLANNING IMPLEMENTATIONThere are many tools that the company can used in strategic planning. The popular tool is the balance scorecard approach4. Using this approach, the company will measure their companys performance from four different perspectives which are financial, customer, business process and learning and growth. Managers used this to plan and communicate to their subordinates which will also serve as their vision direction.
Strategically, these perspectives will enable the managers and other employees to plan better as they have better understanding on what they should do to achieve their short or long term planning. These angles will also help the lower level employees to plan their futures with the company and move them from the dark.
The bedrock of any successful strategic plan is a warts-and-all consideration of capabilities and strengths, weaknesses and limitations. Information, both objective and subjective, must be gathered from a wide array of sources, including staff and board members, clients, community leaders, funders and partner organizations. The planning process is important and the right tool is needed to help the company to kick start their journey. But it is important to get a simple yet usable tool so that the tool can be used to its fullest. Any obstacle arrive at this stage will drag the limited time that the company has.
LEADERS AND STRATEGIC PLANNINGIt is unquestionable that leaders play important role in the strategic planning process. They contribute significantly and certain attributes such as power/control, creativity, and people/dependence can give an impact to any decision that will be made later. An effective leader usually portray a transformational leadership and their strong interest for the company will also will lead to any changes. This type of leaders will adore its subordinates and will accept their views during the planning process.
Among the characteristics that determine the leader’s management style and belief are as follows5:-rely heavily on the opinions of others,very aggressive,a risk- seeker,always ready to try some thing new,a very task- oriented leader,a very people- oriented leader, andgrowth of the organization is all-important.Leaders play their part but the collaboration among people involve in the strategic planning is the utmost important to the planning process itself. Strong leaders is needed to guide the team and to give their direction if the situation is uncontrollable but what the company want to achieve is the major objective in the planning itself.
Some leaders are inclined to take a hands-off approach when it comes to strategic planning. They may simply lack the necessary time or interest to get involved. Or they may underestimate the significance of the task at hand and its potential impact on the organization. Must
