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Strategic Planning By Daisy T. Besing
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Strategic Planning By Daisy T. Besing

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  • 1. STRATEGIC PLANNING (TITLE OF THE REPORT)
  • 2. OBJECTIVES: * TO IDENTIFY WHAT IS STRATEGIC PLANNING. * TO SHOW THE OVERVIEW OF THE STRATEGIC PLANNING PROCESS * TO DISCUSS THE KEY COMPONENTS OF STRATEGIC PLANNING * TO FAMILIARIZE ALL THE ACRONYM THAT ARE BEING USED IN MAKING STARTEGIC PLANNING. * TO ELABORATE ALL THE TOOLS OF STRATEGIC PLANNING
  • 3. STRATEGIC PLANNING - IS A PROCESS FOR LONG TERM PLANNING. - CONTINUOUS AND SYSTEMATIC PROCESS DURING WITH THE PEOPLE AND ORGANIZATIONS MAKE DECISIONS ABOUT FUTURE OUTCOMES, HOW THEY ARE TO BE ACHIEVED, AND HOW THEIR SUCCESS IS TO BE MEASURED AND EVALUATED. - IT IS A WAY OF PRODUCING DECISIONS
  • 4. STRATEGIC PLANNING -STRATEGIC PLANNING IS THE PROCESS OF DEVISING A PLAN OF BOTH OFFENSIVE AND DEFENSIVE ACTIONS INTENDED TO MAINTAIN AND BUILD COMPETITIVE ADVANTAGE OVER THE COMPETITION THROUGH STRATEGIC AND ORGANIZATIONAL INNOVATION. AT A MINIMUM, FOR STRATEGIC PLANNING TO YIELD COMPETITIVE ADVANTAGE, IT MUST ADDRESS THREE KEY QUESTIONS: "WHAT DO WE DO?" "WHO ARE OUR CUSTOMERS?" "HOW DO WE DO WHAT WE DO BETTER THAN OUR COMPETITORS?"
  • 5. OVERVIEW OF STRATEGIC PLANNIN PROCESS S W O T Y1 Y2 Y3 EXTERNAL INTERNAL A B L-T -FIN -CUS -OPEX -PEOPLE
  • 6. COMPONENT DESCRIPTION 3.VALUES 2. MISSION 1.VISION 4.STRATEGY -outlines what the organization wants to be, or how it wants the world in which it operates to be… - the fundamental purpose of an organization or an enterprise, succinctly describing why it exists and what it does to achieve its vision. -the art of the general; a combination of the ends (goals) for which the firm is striving and the means (policies) by which it is seeking to get there. Beliefs that are shared among the stakeholders of an organization
  • 7. COMPONENT DESCRIPTION 5. EXISTING CONDITION 6.MONITORING - WHERE AREYOU NOW? - HOW ISTHE STRATEGY PERFORMING HAVING REGARDTO CHANGINGCIRCUMSTANCES?
  • 8. Strategic planning process Situation-Target-Proposal  Situation - evaluate the current situation and how it came about.  Target - define goals and/or objectives (sometimes called ideal state)  Path / Proposal - map a possible route to the goals/objectives Draw-See-Think-Plan  Draw - what is the ideal image or the desired end state?  See - what is today's situation? What is the gap from ideal and why?  Think - what specific actions must be taken to close the gap between today's situation and the ideal state?  Plan - what resources are required to execute the activities?
  • 9. H I E R A R C H Y & L I N K A G E S O F P L A N S E X A M P L E O F
  • 10. Tools and approaches SWOT analysis -S - strengths, -W - weaknesses, -O - opportunities, -T - threats). MAINTOOLS - The main objective of this tool is to analyze internal strategic factors, strengths and weaknesses attributed to the organization, and external factors beyond control of the organization such as opportunities and threats.
  • 11. OTHERTOOLS: Tools and approaches Balanced Scorecards - which creates a systematic framework for strategic planning; Scenario planning - which was originally used in the military and recently used by large corporations to analyze future scenarios. PEST analysis - (Political, Economic, Social, and Technological) STEER analysis (Socio-Cultural, Technological, Economic, Ecological, and Regulatory factors) EPISTEL(Environment, Political, Informatic, Social, Technological, Ec onomic and Legal). ATM Approach (Antecedent Conditions, Target Strategies, Measure Progress and Impact).
  • 12. STRATPLANACCRONYM: SWOT – STRENGTH;WEAKNESS;OPPORTUNITY; THREATS SMART – SPECIFIC; MEASURABLE;ARTIONABLE; REALISTIC; TIME-BOUND PEST - POLITICAL, ECONOMIC, SOCIAL, AND TECHNOLOGICAL STEER - SOCIOCULTURAL, TECHNOLOGICAL, ECONOMIC, ECOLOGICAL, AND REGULATORY FACTORS EPISTEL ENVIRONMENT, POLITICAL, INFORMATIC, SOCIAL, TECHNOLOGICAL, ECONOMIC AND LEGAL ATM - ANTECEDENT CONDITIONS, TARGET STRATEGIES, MEASURE PROGRESS AND IMPACT
  • 13. REFERENCES: •PLANNING STRATEGICALLY - HOUSING AND LAND USE REGULATORY BOARD 2001 •http://www.csus.edu/irt/cio/strategi cplanning/documents/ITSPStrategicP lanning.pdf
  • 14. REPORTER: DAISY T. BESING MPA 1 – PA 244 “IF YOU DON’T KNOW WHERE YOU ARE GOING, YOU’LL PROBABLY END UP SOME PLACE ELSE.” -Confucious-