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Simply put, strategic planning determines where an organization is going over the next year or more and how it's going to get there.
Typically, the process is organization-wide, or focused on a major function such as a division, department or other major function. The descriptions on this page assume that strategic planning is focused on the organization.
Different people often have different names for these major activities. They might even conduct them in a different order.
Strategic planning often includes use of several key terms. Different people might use apply different definitions for these terms, as well. Don't be concerned about finding the "perfect way" to conduct strategic planning.
You'll soon notice that each writer seems to have their own particularly interpretation of the activities in strategic planning. However, as you read the materials linked from the topic Strategic Planning in this library, you'll begin to notice some information that is common to most writers.
Read the basic description described below on this page. Then review the various materials linked from the library in the topic Strategic Planning. Once you start strategic planning, you'll soon find your own particular approach to carrying out the process.
One Way to Look at Strategic Planning One interpretation of the major activities in strategic planning activities is that it includes: Strategic Analysis This activity can include conducting some sort of scan, or review, of the organization's environment for example, of the political, social, economic and technical environment.
Planners carefully consider various driving forces in the environment, for example, increasing competition, changing demographics, etc. Planners also look at the various strengths, weaknesses, opportunities and threats an acronym for this activity is SWOT regarding the organization.
Some people take this wide look around after they've identified or updated their mission statement, vision statement, values statement, etc.
These statements are briefly described below. Other people conduct the analysis before reviewing the statements. Note that in the past, organizations usually referred to the phrase "long-range planning". More recently, planners use the phrase "strategic planning".
This new phrase is meant to capture the strategic comprehensive, thoughtful, well-placed nature of this type of planning. Setting Strategic Direction Planners carefully come to conclusions about what the organization must do as a result of the major issues and opportunities facing the organization.
These conclusions include what overall accomplishments or strategic goals the organization should achieve, and the overall methods or strategies to achieve the accomplishments.
Goals should be designed and worded as much as possible to be specific, measurable, acceptable to those working to achieve the goals, realistic, timely, extending the capabilities of those working to achieve the goals, and rewarding to them, as well.
At some point in the strategic planning process sometimes in the activity of setting the strategic directionplanners usually identify or update what might be called the strategic "philosophy".
Mission statements are brief written descriptions of the purpose of the organization. Mission statements vary in nature from very brief to quite comprehensive, and including having a specific purpose statement that is part of the overall mission statement.
Many people consider the values statement and vision statement to be part of the mission statement. New businesses for-profit or nonprofit often work with a state agency to formally register their new business, for example, as a corporation, association, etc. This registration usually includes declaring a mission statement in their charter or constitution, articles of incorporation, etc.
It seems that vision and values statements are increasingly used. Vision statements are usually a compelling description of how the organization will or should operate at some point in the future and of how customers or clients are benefiting from the organization's products and services.
Values statements list the overall priorities in how the organization will operate. Some people focus the values statement on moral values. Moral values are values that suggest overall priorities in how people ought to act in the world, for example, integrity, honesty, respect, etc.
Other people include operational values which suggest overall priorities for the organization, for example, to expand marketshare, increase efficiency, etc. Some people would claim that these operational values are really strategic goals.
Don't get hung up on wording for now. Action Planning Action planning is carefully laying out how the strategic goals will be accomplished. Action planning often includes specifying objectives, or specific results, with each strategic goal.
Therefore, reaching a strategic goal typically involves accomplishing a set of objectives along the way -- in that sense, an objective is still a goal, but on a smaller scale. Often, each objective is associated with a tactic, which is one of the methods needed to reach an objective.
Therefore, implementing a strategy typically involves implementing a set of tactics along the way -- in that sense, a tactic is still a strategy, but on a smaller scale.Excerpt from Essay: Strategic Planning Process Explain the basic steps in the planning process The steps included in designing a strategic plan are portrayed underneath.
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Explain the basic steps in the planning process. Describe the steps in the decision-making process, and predict how the personal attributes of the manager influence decision making.
Predict how the steps of the strategic planning process and the environmental factors that influence decision making impact the quality-productivity-profitability link. Disclaimer: This essay has been submitted by a student.
MBA career goals essay samples and career goals essay tips for writing a strong career essay for top ranked mba programs. STRATEGIC PLANNING: A TEN-STEP GUIDE* I. IMPORTANCE OF PLANNING There is broad agreement among nonprofit leaders and experts that planning is a critical component of good management and governance. The basic planning process is outlined in our text as consisting of six steps. The first step is Situational Analysis. This step provides a detailed estimation of prerequisites and assumptions or best guess on possible issues that may arise.
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