The strategic management process involves 8 steps: 1) setting strategic intent by defining mission, vision, goals and objectives, 2) deploying the strategic intent throughout the organization, 3) setting specific strategic plans and actions, 4) assigning resources, 5) executing plans and activities, 6) measuring performance against goals, 7) reviewing performance and lessons learned, and 8) deploying lessons learned. Care of the process requires open conversations about the changing environment, a strategy based on strategic intent and specific plans, and quantifiable measures. Strategic planning aims to develop a strategy agreed upon by management that reflects the environment and achieves organizational outcomes through strategic thinking and questions about the organization, environment, and issues it faces.

1. STRATEGIC
MANAGEMENT
Andrea Sánchez – ID:594310

2. STRATEGIC MANAGEMENT
• The strategic management it’s very important because the engineering management needs take
decisions and actions, consist in with the organizations for his group that is consistent the
organizations whole strategic.
THE STRATEGIC MANAGEMENT PROCESS
1. Set strategic intent organization defines mission, vision, goals and objectives.
2. Deploy the strategic intent: Set of activities to share the strategic intent through the
organization.
3. Set strategic, it’s the implementation planning, strategic and actions to implements the intent
and defines the specific performance.
4. Deploy resources, Assigns resources to the specific initiative defined in set strategic
5. Execute the strategic. The project and activities are actually performed.

3. 6. Deploy results. The organization measure it’s performance in accomplishing goals and objects.
7. Review performance. It’s the performance evaluations to produce lessons learned and
recommendations.
8. Deploy learnings. It’s the use of the lessons learned and recommendations.
CARE OF THE STRATEGIC MANAGEMENT PROCESS
Have three elements are what a transformations requires, this help to determine why the
organizations reeds to go.
• Open, honest conversations; focus on the organizations ever - changing environment.
• Strategy based on Mintzberg’s concept strategy defines in two parts, strategic intent and clary
strategic intent is the macro view to the organizations positions and perspective, and clary
strategy plan is the use of planning tools to connect the strategic intent to specific actions.
• Measures; help translate the desired outcomes to quantifiable numbers that can be used to set
strategy.

4. FUNCTIONS
 The function’s aim.
 The strategic questions addressed in the function.
 The function’s products.
 The focus areas for executing the function
 The methods to use to execute the function
Strategic planning: Is a group of process by witch the organization define the context and intent.

5. STRATEGIC PLANNING
AIM
Develop good strategy for the organization
• Reflects the reality of the environment.
• Is agreed upon by the management
team.
• Is implemented.
• Is based on the concepts of strategic
thinking
• Achieves the desired outcomes of the
organization
STRATEGIC PLANNING
QUESTIONS
• Planning questions about the organization
are fundamental about the environment
and organization
STRATEGIC PLANNING
PODUCTS
• Divides in two products that are the inputs
to and the out puts from strategic planning

6. STRATEGIC PLANNING FOCUS AREA
• Learning from the past, present and future.
• Seeing changes in the external environment.
• Understanding the issues facing the issues facing the organization.
• Converting strategic conversation to decisions and actions
• The organization have to think about of the past, present and future of it, Seeing changes in the
external environment.
• An organization needs to understand where the external word in going and what means for the
organization.
• Understanding the issues facing the organization.