Strategic planning is different from the ordinary ad-hoc planning in which few disconnected projects are identified from time to time for implementation (Imobighe, 2014:2) .
It is integral with a comprehensive vision, in which all the vital elements of its resources including human and material, are effectively engaged towards the promotion of the goals and aspirations of the organisation.
The lack of strategic planning is ruinous to the vision, mission, and values of whatever an organization stands for.
In the highly competitive environment, the Nigerian auto-industry, strategic planning is a ‘do or perish’ process without which survival is very difficult in the face of fierce competition and available ‘alternatives’.
This is a presentation to co-operatives on strategic planning. The process of coming up with a strategic plan is as important as the final document. It is critical that co-operatives participate fully in drafting their own strategic plans and coming up with final document that they own and can implement.
Strategic plans are critical for co-operatives to prioritize what they want to achieve and within what time period.
Introduction to strategic planning
Dr. Salim Hajje conference about Strategic Planning, he helped many private companies & government organizations to formulate and implement their: Vision, Mission, KRA, Goals, Objectives, Tasks, Strategies &Tactics-
STRATEGIC PLANNING: SETTING VISION, MISSION, OBJECTIVES, GOALS AND CORE VALUESTANKO AHMED fwc
The strategic planner is a strategist who is able to theorise, advance and execute plans geared at achievement of set goals involving the setting of vision, mission, goals and objectives guided by core values of the organisation. This paper explores the background, importance and place of strategic planning in the overall strategic management process. The paper explains the critical role of strategic planning, its meaning, approaches, components and applicability, with particular attention to the theme of the NIPSS-PSLC 32. Attention is also given to the ultimate galvanising instruments of strategic planning collectively known as the ‘3Cs’ including collaboration, cooperation and coordination responsible for strategy implementation. The course participants are further engaged in an exercise for application of knowledge and skills in strategic planning to Nigeria’s Tertiary Institutions Management Policy Framework.
This is a presentation to co-operatives on strategic planning. The process of coming up with a strategic plan is as important as the final document. It is critical that co-operatives participate fully in drafting their own strategic plans and coming up with final document that they own and can implement.
Strategic plans are critical for co-operatives to prioritize what they want to achieve and within what time period.
Introduction to strategic planning
Dr. Salim Hajje conference about Strategic Planning, he helped many private companies & government organizations to formulate and implement their: Vision, Mission, KRA, Goals, Objectives, Tasks, Strategies &Tactics-
STRATEGIC PLANNING: SETTING VISION, MISSION, OBJECTIVES, GOALS AND CORE VALUESTANKO AHMED fwc
The strategic planner is a strategist who is able to theorise, advance and execute plans geared at achievement of set goals involving the setting of vision, mission, goals and objectives guided by core values of the organisation. This paper explores the background, importance and place of strategic planning in the overall strategic management process. The paper explains the critical role of strategic planning, its meaning, approaches, components and applicability, with particular attention to the theme of the NIPSS-PSLC 32. Attention is also given to the ultimate galvanising instruments of strategic planning collectively known as the ‘3Cs’ including collaboration, cooperation and coordination responsible for strategy implementation. The course participants are further engaged in an exercise for application of knowledge and skills in strategic planning to Nigeria’s Tertiary Institutions Management Policy Framework.
This slide is able to explain main concept of strategic management. And this is also suitable to student as well as others business people to know about some strategies.
STRATEGIC ANALYSIS, ISSUES, APPROACH AND TOOLSTANKO AHMED fwc
Strategy analysis is usually obscured at the footnotes of plans or policies, often termed as recommendations and implementation strategies. This common practice tends to ignore and undermine the unique and crucial role of strategy as driver for policy and decision implementation. This paper explicates the critical place and importance of strategic analysis as it discerns issues and approaches with specialised tools of analytic mode. The paper selects, presents and discusses four major tools and techniques of strategic exploration including VMOST, SWOT, PEST, and SOAR analyses that are more relevant to its discourse. These tools are constructed in a matrix of analytic modes for ease of understanding and application by the NIPSS-PSLC 32 Participants who are organisational leaders of their respective agencies. An exercise is also presented for the Participant to try out the knowledge and skills in strategic analysis acquired from the paper.
STRATEGY FORMULATION FOR COMMAND RESPONSIBILITY TANKO AHMED fwc
Command responsibility can be both military or civilian and categorised as policy command, strategic command, operational command, and tactical command. It bears the capacity to issue orders, power of influence, and authority to assign tasks. Strategy tends to collapse across levels in the exercise of command responsibility. This paper discusses the basis and purpose of strategy formulation and correlates its elements in the pursuit of set vision, mission, values and strategic intent.
STRATEGY FORMULATION: ARTICULATIING VISION, MISSION, VALUES AND STRATEGIC INT...TANKO AHMED fwc
This paper discusses the basis and purpose of strategy formulation and correlates its elements in the pursuit of set vision, mission, values and strategic intent. Theories of strategy or theories of action propose what to look for, what steps to take and what to expect. Corresponding literature on strategy formulation promotes the trio of environmental scanning, data synthesis and SWOT analysis in a tool-kit for articulating vision, mission, values and strategic intent. The paper describes and explains the workings of these three components to draw conclusions on their foundational value in the strategic management process. A simulation exercise is specifically designed for commanding officers to practice on the application of strategy formulation to counter real world challenges.
This slide is able to explain main concept of strategic management. And this is also suitable to student as well as others business people to know about some strategies.
STRATEGIC ANALYSIS, ISSUES, APPROACH AND TOOLSTANKO AHMED fwc
Strategy analysis is usually obscured at the footnotes of plans or policies, often termed as recommendations and implementation strategies. This common practice tends to ignore and undermine the unique and crucial role of strategy as driver for policy and decision implementation. This paper explicates the critical place and importance of strategic analysis as it discerns issues and approaches with specialised tools of analytic mode. The paper selects, presents and discusses four major tools and techniques of strategic exploration including VMOST, SWOT, PEST, and SOAR analyses that are more relevant to its discourse. These tools are constructed in a matrix of analytic modes for ease of understanding and application by the NIPSS-PSLC 32 Participants who are organisational leaders of their respective agencies. An exercise is also presented for the Participant to try out the knowledge and skills in strategic analysis acquired from the paper.
STRATEGY FORMULATION FOR COMMAND RESPONSIBILITY TANKO AHMED fwc
Command responsibility can be both military or civilian and categorised as policy command, strategic command, operational command, and tactical command. It bears the capacity to issue orders, power of influence, and authority to assign tasks. Strategy tends to collapse across levels in the exercise of command responsibility. This paper discusses the basis and purpose of strategy formulation and correlates its elements in the pursuit of set vision, mission, values and strategic intent.
STRATEGY FORMULATION: ARTICULATIING VISION, MISSION, VALUES AND STRATEGIC INT...TANKO AHMED fwc
This paper discusses the basis and purpose of strategy formulation and correlates its elements in the pursuit of set vision, mission, values and strategic intent. Theories of strategy or theories of action propose what to look for, what steps to take and what to expect. Corresponding literature on strategy formulation promotes the trio of environmental scanning, data synthesis and SWOT analysis in a tool-kit for articulating vision, mission, values and strategic intent. The paper describes and explains the workings of these three components to draw conclusions on their foundational value in the strategic management process. A simulation exercise is specifically designed for commanding officers to practice on the application of strategy formulation to counter real world challenges.
This paper discusses organizational and resource dimensions as basis for strategic control in strategy implementation. It defines and describes the often neglected but dynamic, iterative and complex nature of implementation process in the difficult terrain of actualizing organizational goals. Literature in organizational and management studies often under conceptualizes implementation as plain execution process with implications for inadequacy in strategic context. However, theories of organization, resource management and strategy implementation project an integrative framework for hierarchical and managerial decisions and actions. The paper investigates existing literature deficit and contributes to enhancing the strategic aptitude of middle and higher executives or commanding officers in handling organizational and resource dimensions in implementation as source for strategic control. A simulation exercise is designed for Course Participants to practice on the application of strategy implementation in real world inter-agency challenges.
STRATEGY IMPLEMENTATION: TURNING GREAT STRATEGY INTO GREAT PERFORMANCETANKO AHMED fwc
Strategy in human affairs is vested more in the process of leading following and doing things with specific ends, goal or objects in mind. Great strategies precipitate great performance by means of sound strategic management process including strategy formulation and implementation. This paper discusses the process of turning great strategy into great performance by means of inspiration. The paper seeks to arouse the daring spirit of extraordinary performance founded on sound strategy formulation and implementation. This is in contribution to a thematic course for middle and senior executive on policy, leadership and strategy. The paper also dedicates a simulation exercise to the implementation of new national health policy in Nigeria. The British popular phrase of ‘who dares win’ is captured as the battle cry of the exercise.
Strategic management process involves complex cross-functional relationships of organizational components geared towards attainment of set objectives. It is a veritable tool of strategy for navigating the complexity of applying the tenets of mission and vision of organizations. This paper discusses, explains and relates how leadership of organizations harnesses resources in series of decisions and actions that determine performance and results. The complex and contingency nature of strategic management process blends an agenda resource-based, structure-conduct-performance, agency and other theories. Literature survey on the subject reveals emphasis on ways to simplify and understand the multifarious nature of strategic management process put to work for attainment of common set objectives. The challenge and burden of strategic management process rest on the shoulders of organizational leadership or senior executives charged with decisions and actions. The paper breaks down this process into strategic formulation; strategic implementation; and, strategic evaluation and control. An exercise is designed for senior executives to practice on the workings of strategic management process in groups representing organizational situations.
ORGANIZATIONAL AND RESOURCE DIMENSIONS IN IMPLEMENTATIONTANKO AHMED fwc
Strategy implementation has resource management as pivotal challenge where planning assumptions faces situational realities of organizations. This paper discusses organizational and resource dimensions in strategy implementation process. It defines and describes the often neglected dynamic, iterative and complex nature of implementation process in the difficult terrain of actualizing organizational goals. Literature in organizational and management studies often under conceptualizes implementation as plain execution process with implications for inadequacy in strategic context. However, theories of organization, resource management and strategy implementation tend to accommodate an integrative framework for the hierarchy of strategic and managerial decisions and actions. The paper investigates into this literature deficit to enhance the strategic aptitude of middle and higher executives in handling organizational and resource dimensions in implementation. A simulation exercise is designed for participants of the Policy Strategy and Leadership Course to practice on the application of strategy implementation in real world situations.
Leadership seminar presentation - Daniel IlungaDaniel Ilunga
This presentation is about what strategic planning is and what its value is to the organisation based on the model suggested by Goodstein et al. (1993 & 2008)
Unity in diversity is a conceptual formula for showing unity without uniformity along with diversity without fragmentation.
It is used to explain the harmonious unison of a people coming from different religions, cultures or/and environment.
Nigeria was a product of British Colonial empire-building and the emergence of Nation-States.
Plateau State is a product of Nigeria’s nation-building, a sub-set of the former.
The success of Plateau State as a people will translate into the success of Nigeria as a nation.
Elements are abstract parts of any entity depicting its group dynamics. Group or Community elements are what we see in the nature of the people as they relate to their environment .
The Plateau Elements are the qualities that make ‘Plateau the Beautiful’.
Addiction is being abnormally tolerant or strongly dependent to something. A Psychological, Physical or/and Physiological Condition. It is Habit forming especially destructive
Drugs Addiction = Substance Use Disorder
NATIONALINTEREST AND NATIONAL SECURITY IN NATIONAL SECURITY STRATEGYTANKO AHMED fwc
National policies, strategies and programmes are grounded on national interests tied to social, political, economic, and humanitarian processes.
We seek to understand ‘national interest’ in general, in specific relationship with ‘national security’
Issues or elements and events in national interest and national security are reflected in a nation’s security strategy
CONCEPTS, THEORIES AND METHODS IN THE POLITICS OF FRANCOPHONE AFRICA IN THE P...TANKO AHMED fwc
Concepts, theories, and methods project subjects of study beyond mere technical definitions.
They widen views, heighten propositions, and broaden approaches befitting scholastic practices.
The ‘Politics of Francophone Africa’ comprises of three flowing variables of ‘politics’, ‘francophone’ and ‘Africa’
This lecture discusses how to create and use concepts, theories and methods for the course theme.
HISTORICAL BACKGROUND TO POLITCS OF FRANCOPHONE AFRICATANKO AHMED fwc
Modern African political structures and processes were greatly influenced by the continent’s colonial past.
The two major colonial powers in Africa were Britain and France.
The French are known for stringent policies of controlling their colonies and subjects.
POLITICS OF FRANCOPHONE AFRICA: GENERAL INTRODUCTION TANKO AHMED fwc
The modern world is divided into spheres of influence with historical origins from the era of building empires to the age of creating nation-states.
This processed featured the socio-cultural expansion to outreached colonialism by super-powers across the world.
Among the European colonial ‘masters’ is France from which the syntagmatic ‘francophone’ originates.
Policing has completed its natural cycle, originating from a community function to a global network, and now back to base as community or universal policing.
The common phrase of ‘Dan’sanda Abokin Kowa’ (police the friend for all) has transformed into the new ‘Dan’sanda Na Kowa’ (policing for all by all).
The process of policing is intrinsically tied to the primary activities of the People.
The Police are the closest government agents to the community level.
Strategic plans involve the setting of vision, mission, goals and objectives, guided by core values of the organisations.
“… strategic planning should be more about collective wisdom building than top-down or bottom-up planning.”
Aimed at setting priorities, focusing energy and resources, strengthening operations, co-opting and galvanising both internal and external stakeholders in attainment of set goals.
POLICY AND STRATEGY FOR PATRIOTISM, INSTITUTIONS, AND ECONOMIC DEVELOPMENT OF...TANKO AHMED fwc
This work is a child of circumstances originating from the NIPSS stock where individual projects of participants are not only topical but also focused on problem-solving.
SECURITY AND STRATEGIC STUDIES COURSE RECAP ON SSS.pptxTANKO AHMED fwc
The field of security and strategic studies (SSS) is a critical component of political science and international relations in national policies and strategies. SSS serves as a tool for understanding and application of ideas and doctrines in political and social sciences. It is closely associated with national security in nation-building, national development, and the management of national affairs.
THINKING SKILLS FOR GOVERNMENT AND POLITICS.pptxTANKO AHMED fwc
*Social Thinking or Thinking Socially is Perspective Thinking or Consideration for Others.
*Economic Thinking or Thinking Economically is Opportunity Cost Thinking or Providing Choices
*Political Thinking or Thinking Politically is about Power-sharing in Decision-and-Action.
*A Unified or Systems Thinking involves Unity of purpose and consideration for others in making decisions and taking actions.
The challenge of entrepreneurship for individual actualization and group participation in wealth creation, nation-building, and national development is enormous. Members of the Alumni Association of the National Defence College (AANDEC) are unique with knowledge, skill, experience, patriotism, and zeal for business and industry. The AANDEC Consult strives to actualize the AANDEC resolve for '… constructive engagement …' with the larger society.
The challenge of entrepreneurship for individual actualization and group participation in wealth creation, nation-building, and national development is enormous. Members of the Alumni Association of the National Defence College (AANDEC) are unique with knowledge, skill, experience, patriotism, and zeal for business and industry. The AANDEC Consult strives to actualize the AANDEC resolve for '… constructive engagement …' with the larger society.
A PhD External/Oral Defence/Viva
Submitted to the Department of Political Science and International Relations, Faculty of Arts and Social Sciences, Nigerian Defence Academy, Kaduna, in Partial Fulfillment of the Requirements for the Award of PhD in Defence and Strategic Studies.
EFFECTS OF FLOODING ON SOCIO-ECONOMIC DEVELOPMENT: The Case of Jigawa State,...TANKO AHMED fwc
Seen optimistically, flooding could be more of a blessing than a curse especially when it occurs predictably in an area dearth of water resources. This paper describes flooding in its basics, discusses its causes and effects on the socio-economic development of Jigawa State and its people. The paper notes the devastating effects of flood in Jigawa State but also considers what it could have been if it was well-managed. It is assumed that the same flooding would also bring opportunities for socio-economic development against the destruction and miseries. It presupposed that if existing agencies, policies, strategies, and the commitment of the people and governments at all levels are reckoned with, the present equation would be different.
DEVELOPING A PEOPLE’S SECURITY ECOSYSTEM IN A CHALLENGING ENVIRONMENTTANKO AHMED fwc
The paper deploys an analogical approach to the complex topic of developing a people’s security ecosystem centrifugal to the existing national security architecture within a challenging environment. It conceptulises people’s security ecosystem as an adhocratic enhancement to the bureaucratic nature of national security architecture as aspects of national security management and describes the environmental impediments to its development. The paper deploys a system approach in the management process of getting things done by use of resources with the people as core. It views the existing national security architecture as a closed, self-constraint, over-regulated, isolated, restrained, and too bureaucratic against the people’s security ecosystem which is open, extended, flexible, participatory, and adhocratic as it interacts with the environment. The paper argues that the Nigerian security environment is self-afflicted with defective organisational capability, weak interagency synergy, absence of effective communication strategy, and prolonged breakdown in national value re-orientation. The paper attributes the deeply rooted divisive tendencies as precursory to a national psyche in which issues are seen in terms of tribal, ethnic, religious, sectional, and endless highly opinioned dysfunctional conflicts. It establishes the way forward to include the expansion of existing bureaucratic national security architecture to an adhocratic people’s security ecosystem for effective security service delivery. The paper strongly recommends the mass mobilisation of the citizenry, re-organisation of communities, and encouragement of security service entrepreneurship as key approaches to developing a people’s security ecosystem in a challenging environment. Some key suggested implementation strategies range from otherwise neglected civic duties to compulsory community and security service for all able Nigerians.
REMODELING THE POLICE AND POLICING IN NIGERIA: Challenges and Prospects for t...TANKO AHMED fwc
Recent developments including the current community policing programme, the new Police Act, the EndSARS protests, and a supportive Police Trust Fund provide the catalyst for remodeling the Police and policing in Nigeria. This presentation addresses the process of modeling the ideal police officer with particular attention to the challenges and prospects for the Nigeria Police Academy cadet-graduates. The paper discusses the meaning and philosophy of police and policing, and reflects on the work environment within which they operate. It argues that police officers are often on their own in thinking out strategies, planning operations, or calculating tactics. The paper employs the social learning theory to capture the mission, vision, and philosophy of the Academy in producing the ideal police officer for Nigeria. The trendy figurative phrase of ‘the thin blue line’ policing documentary movie is deployed to depict the complex challenges and prospects for the police in society. The paper projects the Police as the force holding back chaos to allow for order and civilisation to thrive; at the same time striving to practice good policing within its enclave. It describes command and leadership acquired by the POLAC cadet-graduates as a necessary tool for wading through the dysfunctional work environment hindering the police and policing in Nigeria. A simulation exercise is specially designed for the POLAC graduating Cadets on how to form a networking platform as preparation for facing the challenges and prospects of a technology-driven world. The presentation summaries key observations for a conclusion, with recommendations and implementation strategies on the way forward.
Communication takes place between at least two persons or more, involving messages delivered, received and reacted to among participants. It is one of the most significant tools in social life and management of organisations. Communication plays a crucial role in organizations by generating and interpreting messages between employees
Core technology of Hyundai Motor Group's EV platform 'E-GMP'Hyundai Motor Group
What’s the force behind Hyundai Motor Group's EV performance and quality?
Maximized driving performance and quick charging time through high-density battery pack and fast charging technology and applicable to various vehicle types!
Discover more about Hyundai Motor Group’s EV platform ‘E-GMP’!
Why Is Your BMW X3 Hood Not Responding To Release CommandsDart Auto
Experiencing difficulty opening your BMW X3's hood? This guide explores potential issues like mechanical obstruction, hood release mechanism failure, electrical problems, and emergency release malfunctions. Troubleshooting tips include basic checks, clearing obstructions, applying pressure, and using the emergency release.
5 Warning Signs Your BMW's Intelligent Battery Sensor Needs AttentionBertini's German Motors
IBS monitors and manages your BMW’s battery performance. If it malfunctions, you will have to deal with an array of electrical issues in your vehicle. Recognize warning signs like dimming headlights, frequent battery replacements, and electrical malfunctions to address potential IBS issues promptly.
Ever been troubled by the blinking sign and didn’t know what to do?
Here’s a handy guide to dashboard symbols so that you’ll never be confused again!
Save them for later and save the trouble!
What Does the PARKTRONIC Inoperative, See Owner's Manual Message Mean for You...Autohaus Service and Sales
Learn what "PARKTRONIC Inoperative, See Owner's Manual" means for your Mercedes-Benz. This message indicates a malfunction in the parking assistance system, potentially due to sensor issues or electrical faults. Prompt attention is crucial to ensure safety and functionality. Follow steps outlined for diagnosis and repair in the owner's manual.
Things to remember while upgrading the brakes of your carjennifermiller8137
Upgrading the brakes of your car? Keep these things in mind before doing so. Additionally, start using an OBD 2 GPS tracker so that you never miss a vehicle maintenance appointment. On top of this, a car GPS tracker will also let you master good driving habits that will let you increase the operational life of your car’s brakes.
"Trans Failsafe Prog" on your BMW X5 indicates potential transmission issues requiring immediate action. This safety feature activates in response to abnormalities like low fluid levels, leaks, faulty sensors, electrical or mechanical failures, and overheating.
Comprehensive program for Agricultural Finance, the Automotive Sector, and Empowerment . We will define the full scope and provide a detailed two-week plan for identifying strategic partners in each area within Limpopo, including target areas.:
1. Agricultural : Supporting Primary and Secondary Agriculture
• Scope: Provide support solutions to enhance agricultural productivity and sustainability.
• Target Areas: Polokwane, Tzaneen, Thohoyandou, Makhado, and Giyani.
2. Automotive Sector: Partnerships with Mechanics and Panel Beater Shops
• Scope: Develop collaborations with automotive service providers to improve service quality and business operations.
• Target Areas: Polokwane, Lephalale, Mokopane, Phalaborwa, and Bela-Bela.
3. Empowerment : Focusing on Women Empowerment
• Scope: Provide business support support and training to women-owned businesses, promoting economic inclusion.
• Target Areas: Polokwane, Thohoyandou, Musina, Burgersfort, and Louis Trichardt.
We will also prioritize Industrial Economic Zone areas and their priorities.
Sign up on https://profilesmes.online/welcome/
To be eligible:
1. You must have a registered business and operate in Limpopo
2. Generate revenue
3. Sectors : Agriculture ( primary and secondary) and Automative
Women and Youth are encouraged to apply even if you don't fall in those sectors.
𝘼𝙣𝙩𝙞𝙦𝙪𝙚 𝙋𝙡𝙖𝙨𝙩𝙞𝙘 𝙏𝙧𝙖𝙙𝙚𝙧𝙨 𝙞𝙨 𝙫𝙚𝙧𝙮 𝙛𝙖𝙢𝙤𝙪𝙨 𝙛𝙤𝙧 𝙢𝙖𝙣𝙪𝙛𝙖𝙘𝙩𝙪𝙧𝙞𝙣𝙜 𝙩𝙝𝙚𝙞𝙧 𝙥𝙧𝙤𝙙𝙪𝙘𝙩𝙨. 𝙒𝙚 𝙝𝙖𝙫𝙚 𝙖𝙡𝙡 𝙩𝙝𝙚 𝙥𝙡𝙖𝙨𝙩𝙞𝙘 𝙜𝙧𝙖𝙣𝙪𝙡𝙚𝙨 𝙪𝙨𝙚𝙙 𝙞𝙣 𝙖𝙪𝙩𝙤𝙢𝙤𝙩𝙞𝙫𝙚 𝙖𝙣𝙙 𝙖𝙪𝙩𝙤 𝙥𝙖𝙧𝙩𝙨 𝙖𝙣𝙙 𝙖𝙡𝙡 𝙩𝙝𝙚 𝙛𝙖𝙢𝙤𝙪𝙨 𝙘𝙤𝙢𝙥𝙖𝙣𝙞𝙚𝙨 𝙗𝙪𝙮 𝙩𝙝𝙚 𝙜𝙧𝙖𝙣𝙪𝙡𝙚𝙨 𝙛𝙧𝙤𝙢 𝙪𝙨.
Over the 10 years, we have gained a strong foothold in the market due to our range's high quality, competitive prices, and time-lined delivery schedules.
Symptoms like intermittent starting and key recognition errors signal potential problems with your Mercedes’ EIS. Use diagnostic steps like error code checks and spare key tests. Professional diagnosis and solutions like EIS replacement ensure safe driving. Consult a qualified technician for accurate diagnosis and repair.
In this presentation, we have discussed a very important feature of BMW X5 cars… the Comfort Access. Things that can significantly limit its functionality. And things that you can try to restore the functionality of such a convenient feature of your vehicle.
What Exactly Is The Common Rail Direct Injection System & How Does It WorkMotor Cars International
Learn about Common Rail Direct Injection (CRDi) - the revolutionary technology that has made diesel engines more efficient. Explore its workings, advantages like enhanced fuel efficiency and increased power output, along with drawbacks such as complexity and higher initial cost. Compare CRDi with traditional diesel engines and discover why it's the preferred choice for modern engines.
3. A Prologue
• Strategic planners are able to theorise,
advance, and execute plans for achievement of
set goals.
• Straegic plans involve the setting of vision,
mission, goals and objectives, guided by core
values of the organisations.
• This paper explains the critical role of strategic
planning, its meaning, approaches,
components, and applicability.
4. INTRODUCTION
“… strategic planning should be more about
collective wisdom building than top-down or
bottom-up planning.”
- Kim and Mauborgne (2004) In ‘Blue Ocean Strategy’
5. Background
• Strategic planning is different from the
ordinary ad-hoc planning in which few
disconnected projects are identified from time
to time for implementation (Imobighe, 2014:2) .
• It is integral with a comprehensive vision, in
which all the vital elements of its resources
including human and material, are effectively
engaged towards the promotion of the goals
and aspirations of the organisation.
6. Importance of Strategic Planning
• Strategic planning is an overall organisational
management activity aimed at setting
priorities, focusing energy and resources,
strengthening operations, co-opting and
galvanising both internal and external
stakeholders in attainment of set goals.
• It is an outcrop of, but similar to, the complex
and contingency-prone nature of the strategic
management process.
7. The Place of Strategic Planning in Strategy
• As the term and practice of strategy revolves
around the making and execution of plans or
methods for achieving an end.
• Strategic planning defines the strategy or
direction, including for decision making on
resource allocation in pursuance of set goals or
objectives (Bryson, 2018).
• It draws participation from various sources to
analyse organisational situations with its
environment (Mintzberg & Quinn, 1996; Simandan, 2018).
8. The Strategic Planner
• Strategic planners are middle to higher
organisational leaders involved in making,
translating, and setting the organisation’s vision
and mission for attainment of set goals and
objectives dictated by established core values.
• As a strategist, the strategic planner is a theorist
who has to devise and execute plans that should
advance and perhaps secure the goals specified by
policy (Ohmae, 1982; Gray, 2009).
9. Why Strategies Fail
• Strategy may sound romantic as every organisational
leader would assume or aspire to be a strategist but
“… too often leaders pour their energy and resources
into formulating strategy and spend too little time
figuring out how to implement that strategy
throughout the organization” (Edinger, 2012:1).
• Most strategies are created in nice resorts or
conference centers, by small groups of people turning
out beautiful paper work and slides which fail in the
boardroom.
• The truth mostly remains that most leaders fail—not
in the formulation of strategy, but in its
implementation (Edinger, 2012).
10. Diligence in Strategic Planning
• Diligence in strategic planning therefore
provides the break-point from where strategies
could transform into realities, with results.
• Figure 2 – Showing Diligence in Strategic Planning
• Source: http://www.fulltiltmarketing.net/2017/05/24/5-reasons-why-strategic-planning-is-essential-to-your-business/
12. Strategic Planning
• Strategic plan map out the direction an
organization is heading, how to get there, what is
required and making sure that such mission is on
right putting (Mastrodonato, n.d).
• It is an organisational management activity used
for setting priorities and directions toward set goal
based on vision, mission and core values of an
organisation.
• It is an instrument of getting things done with
specifications.
13. Vision and Mission
• Vision and mission are associated with future plan,
intention, direction, strategy or strategic plan often
expressed as ‘mission and vision statement’.
• Mission and Vision Statements (MVSs) usually imply
well thought-out ideas, mental picture, far-
sightedness, conceptualization, visualization,
foresight, forethought, imagination or prescience for
direction.
• MVSs are used for communicating set objectives and
direction in short, simple, but adjustable
pronouncements responding to situational dictates.
14. Goals and Objectives
• Goals are general guidelines explaining what
to achieve in an organisation usually placed on
long-term frame representing visions.
• Objectives focus on defining strategies and
implementation steps for attaining set goals.
• While goals tend to be generic, objectives are
more specific, measurable, and have time
frame outlining the “who, what, when, where,
and how” of reaching set goals.
15. Core Values
• Values are principles or standards of behaviour or
yardstick for judgement in making decision or
taking action.
• Ventures, activities or processes are tied to core
values which include the fundamental intents or
beliefs of organizations as guiding principles to
help determine the path and fulfillment of set
goals or objectives.
• Organisational systems, structures and processes
are generally ran on given principles or core
values.
17. Nature of Strategic Planning
• The nature of strategic planning requires team work,
group compliance and effective control respectively
expressed in the trio of collaboration, cooperation
and coordination, also known as the 3Cs of strategic
planning process (SPP).
• This triad of partnership forms the ‘three legs’ of the
SPP, without which no strategic plan can be
successful.
• The integration of collaboration, cooperation and
coordination (3Cs of SPP) is the essence of strategic
planning and continuation of its process.
18. Collaboration
• Collaboration requires working with others,
joining or pooling of resources or team work in
pursuance of common goals.
• It is “… self-generating or recursive as
different components seek to one another for
mutual benefits” (Marinez-Moyano, 2006:83).
• Strategic planners tend to share knowledge to
arrive at consensus or common ground,
especially when resources are finite and need
to be shared (Spence, 2006; Wagner & Leydesdorff, 2007).
19. Cooperation
• Cooperation denotes compliance to group task
as a result of liaison and formation of common
ground for mutual gains.
• Human nature allows for cooperation, if
handled properly (Ernest, 2011)
• It is a platform for unity of purpose,
accommodation of one another and sense of
obligations required by the strategic planner to
attain set goals, along with significant others.
20. Coordination
• Coordination provides required control
through directing, organizing, managing and
synchronizing for harmony in scaling complex
situations.
• Strategic planning process requires stability
and control to make things move accordingly.
22. Strategic Planning Modelling
• Strategic planning is a well-developed
organisational process conducted by means of
standardized models including vision-based or
goal-based, issues-based, alignment, scenario,
organic, and real time models.
• Modeling in strategic planning depends more
on strategic approach and analysis with two
major strands falling into the purview of this
paper as vision- and issue-based.
23. Vision-based or Goal-based Modeling
• Vision-based or Goal-based strategic planning
bars a linear approach cut out of established
vision or goal of an organization.
• It is based on linear thinking following known or
definite directions often tied to vision or goal
(dictionary.reference.com).
• This model harbours organization’s mission,
vision, goals, strategies, action plans, profiles and
implementation monitoring and evaluation (Ezendu,
2012).
24. Issues-Based Modeling
• Issues-Based strategic planning tends to
identify issues facing the organization, analyze
related ideas, prepare a plan, monitor
implementation and makes needed adjustment
(Lins, n.d; Ezendu, 2012).
• It inclines to details left out by the vision-
based planning process.
26. Stakeholder Buy-In as Strategic Process
• Strategic planning requires initiation, purpose,
needs, management, utility, commitment and
the process of getting it off the ground.
• It is also necessary for all Stakeholders to
agree in collaboration, cooperation and
subsequent coordination of its initial and
consequent process called ‘stakeholder buy-
in’.
27. Guidelines for Strategic Planning Process
DiNapoli (2003) stipulates guidelines for SPP to include
the following:
Getting organized by forming a Team for organizing
efforts;
Agreement on a plan process on where the
organization is, where is it wants to be in the future,
how to get there and how to monitor progress;
Putting the plan together for various sections of the
organization, how it will be organized and
communication strategies.
28. Other Guidelines
• Developing elements of the plan by use of
organization’s mission and vision statements,
goals, objectives and strategies;
• Application approaches based on challenges
and remedies; and
• Monitoring through performance measurement
schemes.
29. Smooth Conduct of Strategic Planning
• A smooth conduct of strategic planning require
deliberate but clear communication with all
stakeholders to initiate and agree on the process,
identify mandates, clarify mission and values, and
assess the organisation’s environment by means of
SWOT Analysis.
• Other aspects will be to identify the strategic issues at
stake, formulate strategies, review and adopt the
strategic plan(s), establish an effective vision,
develop an effective implementation process, and
reassess strategies and planning process (Loy, n.d.).
31. Benefits of Strategic Planning
• All organizations strive to set goals and move
towards achieving their objectives by way of
strategic planning.
• Organizations use strategic planning to assure
success and sustainable progress in pursuing their
missions, visions and core values (Boyden and Waldman,
2012) .
• As its benefits, strategic planning provides
direction; promotes strategic thinking and sense
of security; improves decision making; enhances
awareness and effectiveness; and develops
internal control.
32. Costs of Strategic Planning
• The lack of strategic planning is ruinous to the
vision, mission, and values of whatever an
organization stands for.
• In the highly competitive environment, the
Nigerian auto-industry, strategic planning is a
‘do or perish’ process without which survival
is very difficult in the face of fierce
competition and available ‘alternatives’.
34. The Settings
• Effective strategic planning is possible only when
an organisation, including its stakeholders, are
able to define core purpose in vision based on
shared values, and competencies.
• Other aspects include knowing what is
achievable, what is important and how to go about
it.
• These will provide strategic direction and clear
sense of mission.
• In this way, setting vision, mission, objectives,
goals, and core values, is possible as part of
strategic planning.
35. The Workings
• The strategic planner who is also a strategist and
theorist should be able to refer and reflect on the
take-off point of strategic management covering
strategy formulation, implementation, review and
control.
• The process of strategic analysis also provides the
specifics to subject the entire organisational
environment to scrutiny and identify critical
issues for consideration.
• All instruments and models mentioned earlier are
available for use by the strategic planner as
challenges are encountered.
36. STRATEGIC PLANNING FOR THE
AUTOMOTIVE INDUSTRY DEVELOPMENT
PLAN (NAIDP)
A Policy-based Strategic Planning
37. The Automobile Industry
The automotive industry is a strategic and catalytic
sector in economic development.
It creates employment, contributes to GDP, advances
auto-parts SMEs, provides components and services,
skills development, and technology acquisition.
It is foundational to other modern advanced
manufacturing activities, like commercial vehicle
production, manufacture of agricultural, mining and
railway equipment, military hardware and earthscape
light and heavy equipment.
38. The Automotive Industry
Development Plan (NAIDP)
The NAIDP was established to transform the
Nigerian automotive industry and attract
investment into the sector.
The Auto Sector is a key component of the
Nigerian Industrial Revolution Plan (NIRP).
The NIRP is a 5-year programme developed by
the Federal Ministry of Industry, Trade, and
Investments (FMITI) to diversify Nigeria’s
economy and revenues through industry.
39. The NAIDP Policy Document
The NAIDP will need to be in place for a
number of decades as is the case in other such
programmes around the world.
The NAIDP Policy Document an initial10-year
outline (2014-2024).
With administrative procedure for periodic
reviews essential for the success of such
complex industrial programmes.
40. Objectives of the NAIDP
NAIDP aims to curtail Nigeria’s almost total dependence
on imports and to meet a significant proportion of its
demand through domestic production.
Automotive industries around the world tend to be
integrated with significant trade in vehicles and
components between the automotive producing
economies.
The objective of the NAIDP is to move as rapidly as is
feasible to balance of payments neutrality and then into
surplus.
41. Pillars of the NAIDP
Industrial infrastructure
Skills Development
Standards
Investment Promotion
Vehicle Purchase Scheme
42. Application of a Policy Based Strategic
Plan to the NIADP
• There is the need to subject the NIADP to
strategic analysis in which the process of
policy-based strategic planning can be
executed.
• Strategic issues must be identified clearly
through SWOT Analysis before a strategic
plan is ascribed.
• The Retreat Participants as ‘internal
stakeholders’ are to perform a very short
exercise to reframe the vision and mission to
take new opportunities and face new
challenges.
44. Summary and Conclusion
• This paper describes, explains and explores the
background, importance and place of policy-
based strategic planning for the NIADP.
• It presents the settings and workings of vision,
mission, goals, and objectives in strategic
planning.
• The paper reviews the NIADP Policy Framework
Document and concludes that it needs to be
subjected to an on-the-spot strategic analysis for
strategic planning.
• The NIADP Retreat Participants are requested to
subject the Document to appropriate ‘strategic
treatment’in a short simulation exercise.
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