Strategic Planning as a Vehicle for Enterprise Success

Posted by Driely Barbosa
at Tuesday November 18th, 2014.

In a generic way, the organization’s strategic planning refers to the product (goods that the organization produces or services it provides), or to the market (where the organization puts your products or goods, or provides its services). Hence, the matrix product / market with various strategic alternatives.

planning, strategic and Mereo-consulting

With all these elements (organizational objectives, analysis of internal and external conditions and strategic alternatives) the organization is able to prepare its strategic planning. Strategic planning must specify where the organization wants to be in the future, and how it intends to do so, from the present.

KNOW THE MODULE, PLANNING AND
BREAKDOWN OF GOALS

Strategic planning must include decisions about the future of the organization, such as:

a) long-term organizational objectives and its impact on detailed departmental objectives;

b) the activities they choose, that is, the products (goods or services), the organization plans to produce;

c) the market targeted by the organization, that is, consumers or clients that she intended to include their products;

d) expected profits for each of its activities;

e) strategic alternatives regarding its activities (keep the current product, the greater penetration in the current market, develop new markets);

f) vertical interaction towards resource providers or horizontal integration towards consumers or customers;

g) further investments in resources (material, financial, machinery and equipment, human resources, technology, etc ..), for innovation (changes), or growth (expansion); how to achieve excellence in strategic planning? Strategic planning is the key to increased productivity and improved corporate earnings.

Strategic planning is the basis for the development of organizations because it allows the structuring and execution of all that the company expects from its activities. One of the points that most help the development of strategic planning are meetings, previously scheduled, which are discussed matters of interests of the company, and where executives can have full control over what is happening on the projects that are underway, those that were suspended or postponed, the reasons for success or failure in the planning run, and thus take corrective procedures in a timely manner. It is very important to have a “step by step” for these meetings, with the sequence of who will speak, and what, in effect, will be discussed.

In a generic way, the organization’s strategic planning refers to the product (goods that the organization produces or services it provides), or to the market (where the organization puts your products or goods, or provides its services). Hence, the matrix product / market with various strategic alternatives.

With all these elements (organizational objectives, analysis of internal and external conditions and strategic alternatives) the organization is able to prepare its strategic planning. Strategic planning must specify where the organization wants to be in the future, and how it intends to do so, from the present.

Strategic planning must include decisions about the future of the organization, such as:

a) long-term organizational objectives and its impact on detailed departmental objectives;

b) the activities they choose, that is, the products (goods or services), the organization plans to produce;

c) the market targeted by the organization, that is, consumers or clients that she intended to include their products;

d) expected profits for each of its activities;

e) strategic alternatives regarding its activities (keep the current product, the greater penetration in the current market, develop new markets);

f) vertical interaction towards resource providers or horizontal integration towards consumers or customers;

g) further investments in resources (material, financial, machinery and equipment, human resources, technology, etc ..), for innovation (changes), or growth (expansion); how to achieve excellence in strategic planning? Strategic planning is the key to increased productivity and improved corporate earnings.

img_planejamentoestrategicoO strategic planning is the basis for the development of organizations because it allows the structuring and execution of all that the company expects from its activities. One of the points that most help the development of strategic planning are meetings, previously scheduled, which are discussed matters of interests of the company, and where executives can have full control over what is happening on the projects that are underway, those that were suspended or postponed, the reasons for success or failure in the planning run, and thus take corrective procedures in a timely manner. It is very important to have a “step by step” for these meetings, with the sequence of who will speak, and what, in effect, will be discussed.

The analysis of any project should be discussed, always before the meeting, where the results should be taken. Given this simple procedure, there is no discussion of the plans of action, but only an accounting. Thus, the meetings become objective and productive because they are focused on the problem, avoiding thus unnecessary discussions and waste of time.

It is necessary to adopt the concept that what matters to managers (executives, managers, directors, etc ..) are the numbers and not the arguments. Everything must be based on spreadsheets and indicators. The schedule should be forgotten, and the concern should be to do what must be done, and within the deadline set for this! With regular meetings, based on productivity, it becomes easier for the company to control what is being done. The important thing is to hold meetings periodically, for no wind all the time.

There is no room for non-objectivity. Whenever possible, there must be a record and control all events. This is very important for the historicity of the company. A record with the decisions, time and name those responsible for each project, each step is recorded, and all stakeholders should refer to it, ether access. If these deadlines are not met, the responsible for the project, or the process must be notified of the failure to conclude the same. Thus, not as projects are left out at the expense of others, for there must be tight control over compliance.

This way, everything is simple. With control, charge. With the collection, is made happen. So everything off the paper, and projects are executed. Leadership is crucial but it is not just meeting who lives strategic planning. The leadership factor is decisive in management systems. Only a great executive is able to implement a strategic plan in order to bring real results for the company.

Experience tells us that 90% (ninety percent) of strategic planning is to plan, and 10% (ten percent) remaining, is to happen. While many companies play to make strategic maps, fancy plans, they forget to implement the strategies, and is in the implementation of the idea that defines the powers of the Executive. What differentiates a great executive of an average executive (or mediocre) is willpower.

A good executive has the profile of a good model is one that has constancy, studying a little of everything, without setting the matter, and especially the good executive devotes all her time to all matters, without discrimination. Leadership is not a single substance, but rather the result of a well performed partnership. There is a good leader without a good adviser, and a great advisor without a good leader; is a big waste of capacity. The partnership between the leader and your advisor should be perfect for that leadership is exercised to its fullest.

Source: Education Portal

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