Cinco erros comuns na aplicação do planejamento estratégico

Posted by Mereo
at Monday March 2nd, 2015.

Starting year is a common time for companies reviewing strategic planning and draw their conclusions about the past year.

In these reviews, it is common to see that many good things that should have been done did not happen simply because of lack of follow-up, and ended up going into oblivion.

To prevent this from happening again this year, follows a list of the main mistakes made by managers in time to put the strategic planning in practice:

1 Lack of disclosure

Know the company’s goals, which its growth targets and where it wants to go motivates its collaborators to want to grow with the business. A strategic plan with a clear vision of growth and well defined actions, makes the staff feel comfortable and you can create a harmony between your personal and professional plans.

A clear vision of growth also spends more credibility to customers and shareholders, showing seriousness in the management and increases the commitment of leaders to achieve their goals.

2 Lack of follow-up actions

Usually the development of a strategic planning results in an action plan full of activities for various team members.

The problem is that often these actions are not held and are forgotten, without a regular basis and a charge for everything goes as planned.

Follow the team’s activities on a daily basis is essential for leaders to ensure full application by the strategic planning.

3 There have set clear targets and goals

One of the most common errors in the preparation of a strategic plan is in the business view definition and the goals to be achieved.

Views as “Increase our market share” or “To be a leading company in our field” are not clear objectives.

For a vision is clear, it must have a perceptible and with a term to happen dimension, this way you can measure the defined dimension was achieved on time.

Vision is the ultimate goal of the company, where she plans to arrive at a certain time. To achieve the vision, it is suggested to divide it into smaller goals, with clear goals to be achieved and indicators that can be measured periodically.

4 Do not measure and track the frequency with indicators

Follow often indicators can be one of the activities that will facilitate the implementation of strategic planning. As mentioned earlier, all defined goals should have goals that will be measured by indicators. For example: A company defined that should improve the quality of your telemarketing service, this is the PURPOSE. To measure it is actually reaching this goal, the company created a satisfaction survey with your customers asking for a review of the service note from 0 to 5, the INDICATOR will be the average assessment survey measured monthly, the META for this indicator is to review an average of 3.8.

Frequent monitoring of these indicators allows the company to take immediate action if you encounter any problems along the way. The frequency of indicators of measurement can vary depending on the objectives and the type of indicator, but it is suggested that the results are always disclosed to the team.

Also a bonus for the team is valid when their goals are achieved, that values the work done and further motivates collaborators.

5 Do not involve the staff in the preparation of planning

Despite some exceptions, every organization today relies on people to achieve their goals, they are the differential of any business. Not involve the staff, especially the leaders in developing the business of strategic planning may sound to these people as a dictatorship where they should simply follow orders.

Make Brainstorming sessions and listen to your team. Set goals and actions together, this creates a greater commitment to everyone in achieving your goals.

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