strategicplanningconcepts

1、some concepts to help the development of a strategic planningapril 2008mrio lus tavares ferreirastrategic planningswotinternal environmentstrengthsweaknessesworld class productfinancial resourcesknow-howtechnical supportinternal processeschannels networkexternal environmentopportunitiesthreatswater

2、& energy crisesenvironment awarenessproductivity improvementcompetitors market shareeuro x dollartechnology developmenttows matrixstrengthsweaknessesopportunitiess-o strategies w-o strategies threatss-t strategies w-t strategies s-o strategies pursue opportunities that are a good fit to the comp

3、anies strengths.w-o strategies overcome weaknesses to pursue opportunities.s-t strategies identify ways that the firm can use its strengths to reduce its vulnerability to external threats.w-t strategies establish a defensive plan to prevent the firms weaknesses from making it highly susceptible to e

4、xternal threats. pest analysisla scan of the external macro-environment in which the company wants to operate (or operates) and can be expressed in terms of the following factors:lpolitical leconomic lsocial ltechnological total salescompanys salesproduct linesproduct configproduct itemssector sales

5、productlevelterritoryregioncountryclientworldgeographical levelshort termmediumtermlongtermtiming levelninety ways to measure demand (6 x 5 x 3)porter 5 forcesvalue chainidentification of clients necessitiessatisfaction of clients necessities life cycleproduct developmentintroductionmaturitydeclines

6、ales & profit invest & expensessalesprofit growthboston matrix product life cycledirectional policy matrix or ge-mckinsey matrix the diameter of each pie is proportional to the volume or revenue accruing to each segment, and the solid slice of each pie represents the share of the market enjo

7、yed by the company. s curvemanagementlmanagement, control and evaluationkeys of success - facts of failuredeployment - plan completingsuccessfailureassign roles and responsibilitiesestablish prioritiesinvolve mid-level management as active participantsthink it through - decide how to manage implemen

8、tationcharge mid-level management with aligning lower-level plansmake careful choices about the contents of the plan and form it will takeno accountability for deploymenttoo many goals, strategies, or objectives - no apparent priority plan in a vacuum-functional focusno overall strategy to implement

9、make no attempt to link with day-to-day operationsnot being thorough-glossing over the detailskeys of success - facts of failuredeployment - communicatingsuccessfailureassign roles and responsibilitiescommunicate the plan constantlyand consistentlyrecognize the change processhelp people through the

10、changeprocessno accountabilitynever talk about the planignore the emotional impact of changefocus only on task accomplishmentkeys of success - facts of failureimplementing - isuccessfailureassign roles and responsibilitiesinvolve senior leadersdefine an infrastructurelink goal groupsphase integratio

11、n of implementationactions with workloadinvolve everyone within theorganizationno accountabilitydisengagement from processunmanaged activityfragmented accomplishment ofobjectives leads to sub-optimizationforce people to choose between implementation and daily work; too many teamsno alignment of stra

12、tegieskeys of success - facts of failureimplementing - iisuccessfailureallocate resources for implementationmanage the change processevaluate resultsshare lessons learned; acknowledgesuccesses through open andfrequent communicationfocus only on short term need for resourcesignore or avoid changeno m

13、easurement systemhide mistakes/lay blame;limited/no communicationkeys of success - facts of failurestrategic measurement - isuccessfailureassign roles and responsibilitiesuse measurement to understandthe organizationuse measurement to provide aconsistent viewpoint from which togauge performanceuse m

14、easurement to provide anintegrated, focused view of thefutureno accountabilitysub-optimization: focus only onefficienciesuse measures that provide no realinformation on performance; usetoo many measuresuse measurement to focus on thebottom-line onlykeys of success - facts of failurestrategic measure

15、ment - iisuccessfailureuse measurement to communicatepolicy (new strategic direction)update the measurement systemuse measurement to providequality feedback to the strategicmanagement processuse measurement to controlnever review measuresfail to use measurement to makestrategic, fact-based decisions

16、; useonly for controlkeys of success - facts of failureevaluationsuccessfailureassign roles and responsibilitiesrecognize when to update the planmodify strategic planning process to accommodate the more mature organizationincorporate new leaders into the strategic planning processintegrate measureme

17、nt with strategic planninguse experienced strategic planning facilitatorsno accountabilitypoor timing and not recognizing external forcesrigid application of strategic planning process; ignore lessons learned from previous effortsignore impact of new leadersdont use measurement informationshortcut t

18、he processmeasurement and evaluation bscmeasurement and evaluation bscmeasurement and evaluation bscmeasurement and evaluation - bscfive disciplines peter sengelpersonal mastery: laspiration involves formulating a coherent picture of the results people most desire to gain as individuals, alongside a

19、 realistic assessment of the current state of their lives today.llearning to cultivate the tension between vision and reality can expand peoples capacity to make better choices, and to achieve more of the results that they have chosen. lmental models:lreflection and inquiry skills is focused around

20、developing awareness of the attitudes and perceptions that influence thought and interaction. lby continually reflecting upon, talking about, and reconsidering these internal pictures of the world, people can gain more capability in governing their actions and decisions. five disciplines peter senge

21、lshared vision: lestablishes a focus on mutual purpose.lpeople learn to nourish a sense of commitment in a group or organization by developing shared images of the future they seek to create, and the principles and guiding practices by which they hope to get there. lteam learning:lgroup interaction. lthrough techniques like dialogue and skillful discussion, teams transform their collective thinking, learning to mobilize their energies and actions to achieve common goals, and drawing forth an intelligence