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.
Though dating up to 2, years ago, the advice of these strategists is helpful today no matter your competitive landscape, from high tech to agriculture, from manufacturing to government.
The secret was instilling battle strategy in the hearts and minds of all soldiers so that they could make correct tactical decisions without direct supervision or intervention. Like the mission statement published in your annual report or guiding principles framed in your lobby, a strategic plan itself accomplishes nothing.
What matters is whether the people of your organization understand and internalize the strategic direction you have articulated and can make tactical choices on their own. Strategic plans must be articulated in a manner such that operational and tactical decision-making can follow suit.
As a strategist, you must count on the employees or members of your organization to make sound tactical and operational decisions that are aligned with your desired strategic direction.
To ensure that these decisions are well made, your articulated strategic direction and strategic plans must be applicable and clearly related to the issues that people face.
Remember that an effective strategy provides a picture of the desired long term future. In order to make sound day to characteristic of strategic business planning activities decisions, all members of the organization must be able to begin with the end in mind.
All steps must ultimately keep the company on course toward the long term objective. A rigid strategic direction seldom turns out to have been the best course of action. To assure that your business is nimble and able to react to changes in the marketplace, it is essential that your strategy is flexible and adaptable.
As a strategist, you will count on timely and accurate information about market conditions. It is essential to build and employ effective mechanisms for observing and listening to what is going on in the competitive environment.
Real-time information, in turn must feed on-going strategic and operational shifts and deployments. Abraham Lincoln used the language of empathy and metaphor to communicate strategy to the Amercian people.
Moreover, participants in strategic decision-making must be unafraid to state contrary opinions.
Stanton, and Edward Bates — all of whom had opposed Lincoln in a bitterly fought presidential race — as members of his cabinet. Despite initial misgivings, this unlikely team learned that Lincoln valued their opinions, would consider and reflect on their disagreements and challenges, and would not stick unnecessarily to preconceived notions.
Though the mix of personalities and opinions inevitably led to debate and verbal conflict, Lincoln was able to facilitate and mediate, tapping into a rich variety of ideas in order to find the optimal solution to political and military issues. To ensure that your strategic team is ready to make effective decisions, look carefully in the mirror.
Do you encourage debate, even argument, among your team about key decisions, or do you encourage toeing the company line?
Rather, groupthink tends to occur when leadership groups enjoy collegial and fond relationships, leaving deliberants unwilling to rock the boat, or to voice contrary opinions. An effective strategy follows a thorough and deep analysis of both the external environment and the internal capabilities of the organization.
The strategist must understand the effects and dynamics of external entities such as competitors, suppliers, regulators and strategic partners.
A sound assessment of these external factors leads to a rich understanding of threats to ward off and opportunities to pursue. The strategist must also understand the internal capabilities of his or her organization. A realistic self assessment enables the organization to leverage the strengths of the organization and to shore up areas of weakness.
To take advantage of intelligence gained through a SWOT analysis, the strategist must ensure that intelligence does not sit idle, but is immediately mined for insight that can be used in strategic and operational decision-making.
Qi is the unexpected and devastating blow. Qi is indirect, unorthodox, extraordinary. Qi does not work, though, unless Zheng is able to hold the opponent in place until the decisive blow is struck.
That is, the organization must maintain parity with competitors in the ordinary and mundane matters. But at the same time, every successful organization is able to explicate an audacious Qi or extraordinary force.
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You must be world calls at something that differentiates you from the competition.Jun 29, · Strategic intelligence and tactical planning differ in several ways. One way of looking at these differences, by way of analogy, is to consider strategic intelligence as the widescreen view and. Marketing planning can be related to the organisation as a whole or to strategic business units (SBU).
Marketing planning is a forward looking exercise, which determines the future strategies of an organisation with special reference to its product development, market development, channel design, sales promotion and profitability.
Reflective: Your strategic goals need to reflect the analytical work done in the rest of the strategic planning process. They need to be based on your best understanding of your business environment, strengths, abilities, opportunities and so on.
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Search. Create. A strategic plan. Refers to the long term plan for the whole business. Strategic planning is a process and thus has inputs, activities, outputs and outcomes. This process, like all processes, has constraints. It may be formal or informal and is typically iterative, with feedback loops throughout the process.
Essentials Guide to Strategic Planning Welcome Strategic Planner! To assist you throughout your planning process, we have created a how-to guide on The Basics of Strategic Planning which will take you through the planning process step-by-step and keep you on track.