Getting A to C is the process of strategy formulation. To do strategic planning well, figure out A,B,C and how they should be connected. This is accomplish principally by understanding the issues that A,B,C and their interconnections must be address effectively. This summary makes it clear that strategic planning is not a single thing but a set of concepts, procedures and tools.

1. The ABCs of Strategic Planning
Ist Semester 2020

2. What is the Meaning of Strategic
Planning?
Strategic planning is an organization's
process of defining its strategy, or direction,
and making decisions on allocating its
resources to pursue this strategy. It may also
extend to control mechanisms for guiding the
implementation of the strategy.

3. What is Strategic Planning?
Strategic planning is an organizational
management activity that is used to set priorities,
focus energy and resources, strengthen operations,
ensure that employees and other stakeholders are
working toward common goals, establish
agreement around intended outcomes/results, and
assess and adjust the organization's direction in
response to a changing environment.
http://www.balancedscorecard.org/BSC-Basics/Strategic-Planning-Basics

4. It is a disciplined effort that produces
fundamental decisions and actions that
shape and guide what an organization is,
who it serves, what it does, and why it
does it, with a focus on the future.
Effective strategic planning articulates not
only where an organization is going and
the actions needed to make progress, but
also how it will know if it is successful.
http://www.balancedscorecard.org/BSC-Basics/Strategic-Planning-Basics

5. Strategic planning is one way to
help organizations and communities
deals with their changed
circumstances. It intended to
enhance the organization’s ability to
think, act, learn strategically. It helps
organizations clarify and resolve the
most important issues they face.

6. Strategic planning can help
build on their strengths, and take
advantage of major opportunities
while they overcome or minimize
weaknesses and serious
challenges

7. Strategic Planning requires
broad-scale yet effective information
gathering, clarification of the mission
to be pursued and issues to be
addressed, development and
exploration of strategic alternatives,
and an emphasis of the future
implications of present decisions.

8. Strategic planning can facilitate
communications and participation,
accommodate divergent interests
and values, foster wise and
reasonably analytical decision
making and promote successful
implementation and accountability.

9. Where You are ?
Mission and mandates
Structure and systems
Communications
Programs & services
People and Skills
Budget support
Where you want to be?
Mission and mandates
Structure and systems
Communications
Programs & services
People and Skills
Budget support
How to Get there?
Strategic plan
IT & HR plans
Communications
Hiring & training
Resctructuring &
Reengineering
Budget Allocations
Vision, Mission
and Goals
STRATEGIC
ISSUES
Strategy
formulation
Strategy
Implementation
The ABCs of Strategic Planning
Bryson and Alston, 2004

10. Getting A to C is the process of
strategy formulation. To do strategic
planning well, figure out A,B,C and
how they should be connected. This
is accomplish principally by
understanding the issues that A,B,C
and their interconnections must be
address effectively. This summary
makes it clear that strategic planning
is not a single thing but a set of
concepts, procedures and tools.

11. The importance of strategic
planning stems from its ability
to help organizations and
communities anticipate and
respond to change in wise
and effective area.

12. Create Public Value
Meet mandates and fulfill missions
Produce fundamental decisions and actions that shape
and guide what the organization is, what it does, and why
it does it
Organize
participation
Create ideas for
strategic action
Build a winning
coalition
Implement
strategies
Purposes and Functions of Strategic Planning
(Bryson, 2004b, p 25)

13. Create public value through
meeting their mandates and fulfilling
their missions. In order to do so, it
must produce fundamental decisions
and actions that shape and guide
what the organization is, what it dies,
and why it does so. Producing those
decisions and actions requires an
interconnected set of activities that
organize participation, create ideas
for strategic actions, build a winning
coalition and implement strategies.

14. Strategic planning is a leadership
and management innovation that is
likely to persist because unlike many
either recent innovation, it accepts
and builds on the nature of political
decision making. Raising and
resolving important issues is the
heart of political decision making and
the heart of strategic planning. That
issues are raised and resolved in
ways that benefit the organization, its
key stakeholders and society.

15. • Strategic Planning can help
organizations develop and implement
effective strategies, but organizations
should also remain open to unforeseen
opportunities as well. Too much attention
to strategic planning and reverence for
strategic plans can blind the organization
to unplanned and unexpected yet
incredibly useful sources of information,
insights and actions.

16. What is a Strategic Plan?
A strategic plan is a
document used to communicate
with the organization the
organizations goals, the actions
needed to achieve those goals
and all of the other critical
elements developed during the
planning exercise.http://www.balancedscorecard.org/BSC-Basics/Strategic-Planning-Basics

17. Strategic Planning is NOT
• A substitute for leadership.
There is no substitute for
leadership. Some key decision
makers and process champions
must be committed in strategic
planning. Any attempts to use it ar
bound to fail.

18. • synonymous with creation of an
organization’s strategy. Organizational
strategies have numerous sources both
planned and unplanned. Strategic
planning is likely to result in a
statement of organizational intentions,
but what is realized will be some
combinations of what is intended and
what emerge s along the way (
McCaskey, 1974; Mintzberg, Ahlstrand
and Lampel, 1998).)
Strategic Planning is NOT

19. What is Strategic Management?
Strategic management is the comprehensive
collection of ongoing activities and processes that
organizations use to systematically coordinate and
align resources and actions with mission, vision
and strategy throughout an organization. Strategic
management activities transform the static plan
into a system that provides strategic performance
feedback to decision making and enables the plan
to evolve and grow as requirements and other
circumstances change. Strategy Execution is
basically synonymous with Strategy Management
and amounts to the systematic implementation of
a strategy.
http://www.balancedscorecard.org/BSC-Basics/Strategic-Planning-Basics

20. What Are the Steps in Strategic
Planning & Management?
There are many different frameworks and
methodologies for strategic planning and
management. While there are no absolute rules regarding
the right framework, most follow a similar pattern and have
common attributes. Many frameworks cycle through some
variation on some very basic phases: 1) analysis or
assessment, where an understanding of the current internal
and external environments is developed,
2) strategy formulation, where high level strategy is
developed and a basic organization level strategic plan is
documented 3) strategy execution, where the high level plan
is translated into more operational planning and action
items, and 4) evaluation or sustainment / management
phase, where ongoing refinement and evaluation of
performance, culture, communications, data reporting, and
other strategic management issues occurs.
http://www.balancedscorecard.org/BSC-Basics/Strategic-Planning-Basics

21. Strategic Management Process
The strategic management process is
more than just a set of rules to follow. It is
a philosophical approach to business.
Upper management must think
strategically first, then apply that thought
to a process. The strategic management
process is best implemented when
everyone within the business
understands the strategy.by Jim Clayton; Reviewed by Jayne Thompson, LLB, LLM;
Updated January 29, 2019

22. What Are the Attributes of a Good
Planning Framework?
The Association for Strategic Planning
(ASP), a U.S.-based, non-profit professional
association dedicated to advancing thought
and practice in strategy development and
deployment, has developed a Lead-Think-
Plan-Act rubric and accompanying Body of
Knowledge to capture and disseminate best
practice in the field of strategic planning and
management. ASP has also developed criteria
for assessing strategic planning and
management frameworks against the Body of
Knowledge.http://www.balancedscorecard.org/BSC-Basics/Strategic-Planning-Basics

23. • There are numerous strategic planning and
management frameworks that meet these
criteria, such as the Balanced Scorecard
Institute's Nine Steps to Success. For more
information about the criteria, please visit
the ASP website.
• For more information about strategic
planning and management in general -
Balanced Scorecard Institute can help you
http://www.balancedscorecard.org/BSC-Basics/Strategic-Planning-Basics

24. For organization’s to
survive in today’s competitive
environment, management
must anticipate the strategic
inflection of organizational
evolution.

25. Strategic Management Vs. Strategy
• The phrase "strategic management" is
sometimes used as a synonym for
"strategy," but the two terms are not
actually the same. A company's strategy
is its plan for victory in competition
with other companies. Strategic
management is a process for
formulating and implementing a
strategy.
by Scott Thompson
https://smallbusiness.chron.com/strategic-management-vs-strategy-66207.html

26. A Self-Test of our Management Skill
Let us determine first how effective
we are in the performance of our job
as supervisors or managers by
honestly putting ourselves in the
matrix in the next slide.

27. Management Effectiveness Grid
1
2
3
4
5
1 2 3 4 5
Concern for Production
ConcernforPeople
Acosta, 2010

28. Management Effectiveness Grid
1
2
3
4
5
1 2 3 4 5
Concern for Production
ConcernforPeople
Abandoning type
1.1
Missionary Type
5.1
Executive Type
5.5
Authoritarian Type
5.1
Mediocre Type
3.3
Ideal

29. • After evaluating ourselves in the grid,
We now reveal our management
strengths and weaknesses.
• In order to be effective in management
our track must be along the ideal not
along the axes.
• If we are off-tract? To further enhance
our management skills

30. • If our tendency is to go along the
horizontal, we might be better off as a
specialist with no subordinates. If it is
along the vertical, we are more fitted to
work on human relations intensive jobs
whose work outputs do not require
much involvement to other resources.

31. If our path is along the ideal, we are doing fine.
Every now and then , we should check our
standing vis-à-vis the management
effectiveness grid so that we can rectify
ourselves not to deviate so much away from
the ideal.