INTRODUCTION
STRATEGIC PLANNING
BUSINESS PLAN
SWOT ANALYSIS
SITUATIONAL ANALYSIS
STRATEGIC PLANNING ELEMENT
EFFECTIVENESS OF STRATEGIC PLANNING
FOUR PERSPECTIVES FOR TRANSLATING STRATEGY
MISSION ND VISSION
CONCLUSION
CASE STUDY
The document discusses groups and group dynamics within organizations. It defines what constitutes a group and identifies the key characteristics of groups including frequent interaction among members, shared identity, norms, interests and values. It differentiates between formal and informal groups. It also outlines the typical stages of group development including forming, storming, norming, performing, and adjourning. Additionally, it discusses roles, norms, cohesion, and decision-making techniques used by groups.
Strategic planning is a systematic process that involves envisioning the future goals of an organization, establishing objectives and actions to achieve those goals. It provides a roadmap and framework for decision making. The strategic planning process includes assessing the internal and external environment of the organization, determining strategic direction through developing a vision and mission, setting organizational objectives, creating departmental plans and objectives, and evaluating performance. A key part of assessment involves conducting a SWOT analysis to understand the organization's strengths, weaknesses, opportunities, and threats.
The document outlines the steps involved in developing a strategic plan, including gathering information through tools like SWOT analysis, defining the vision, mission, values and strategy, setting goals and objectives, and ensuring stakeholders understand and support the strategic vision. It also discusses the importance of benchmarking, developing action plans for each department, and periodically reviewing and adjusting the strategic plan.
This document outlines the strategic planning process for an organization. It discusses that strategic planning involves defining a strategy and allocating resources to pursue the strategy. The strategic planning process consists of three main steps - strategy formulation, strategy implementation, and strategy evaluation. Strategy formulation involves assessing the internal and external environment through a SWOT analysis. Strategy implementation is putting the plan into action by setting short-term goals. Strategy evaluation reviews performance and makes adjustments. Key aspects of the process include defining vision, mission, goals, and department objectives to align the organization.
Cost of Quality is a widely spread and widely misunderstood concept.Here is a presentation that will evaporate all your doubts regarding this topic.A very well explained case study of H&S motors.It is a very well structured presentation.
Developing an Effective Ethics Program Zubair Bhatti
An organization needs an effective ethics program to ensure employees understand its values and comply with policies. There are two types of control systems - compliance oriented which uses rules and penalties, and values oriented which strives to develop shared values. Key elements of an ethics program include codes of conduct, codes of ethics, and statements of values. Developing and implementing an effective program requires identifying risk areas, communicating values and examples, and training employees to address ethical issues and find help resolving conflicts. Common mistakes are failing to understand program goals, lack of management support, and materials not addressing employee needs.
The document provides an overview of an advanced strategic management course. The objectives are to understand strategic concepts and apply them to analyze enterprise performance, generate and evaluate strategic options, and implement strategies. The course also aims to integrate previous learning and develop general management skills. It then discusses the concept of strategy, defining it as determining long-term goals and adopting actions and allocating resources to achieve those goals. Different levels of strategy are described, from functional to business to corporate. Successful strategies are said to have effective implementation, understanding of the environment, objective resource appraisal, long-term objectives, and agreement. The document frames strategy as a quest for profit and discusses maximizing shareholder value over profit alone.
Corporate governance and social responsibilityFickar Mandela
The document discusses the roles and responsibilities of corporate boards and top management. It states that boards are responsible for setting strategy, hiring and firing the CEO, monitoring management, and representing shareholder interests. Top management, led by the CEO, is responsible for executing strategy and providing leadership. The document also discusses trends like increasing pressure from institutional investors and demands for more stock ownership from directors and managers.
The document discusses groups and group dynamics within organizations. It defines what constitutes a group and identifies the key characteristics of groups including frequent interaction among members, shared identity, norms, interests and values. It differentiates between formal and informal groups. It also outlines the typical stages of group development including forming, storming, norming, performing, and adjourning. Additionally, it discusses roles, norms, cohesion, and decision-making techniques used by groups.
Strategic planning is a systematic process that involves envisioning the future goals of an organization, establishing objectives and actions to achieve those goals. It provides a roadmap and framework for decision making. The strategic planning process includes assessing the internal and external environment of the organization, determining strategic direction through developing a vision and mission, setting organizational objectives, creating departmental plans and objectives, and evaluating performance. A key part of assessment involves conducting a SWOT analysis to understand the organization's strengths, weaknesses, opportunities, and threats.
The document outlines the steps involved in developing a strategic plan, including gathering information through tools like SWOT analysis, defining the vision, mission, values and strategy, setting goals and objectives, and ensuring stakeholders understand and support the strategic vision. It also discusses the importance of benchmarking, developing action plans for each department, and periodically reviewing and adjusting the strategic plan.
This document outlines the strategic planning process for an organization. It discusses that strategic planning involves defining a strategy and allocating resources to pursue the strategy. The strategic planning process consists of three main steps - strategy formulation, strategy implementation, and strategy evaluation. Strategy formulation involves assessing the internal and external environment through a SWOT analysis. Strategy implementation is putting the plan into action by setting short-term goals. Strategy evaluation reviews performance and makes adjustments. Key aspects of the process include defining vision, mission, goals, and department objectives to align the organization.
Cost of Quality is a widely spread and widely misunderstood concept.Here is a presentation that will evaporate all your doubts regarding this topic.A very well explained case study of H&S motors.It is a very well structured presentation.
Developing an Effective Ethics Program Zubair Bhatti
An organization needs an effective ethics program to ensure employees understand its values and comply with policies. There are two types of control systems - compliance oriented which uses rules and penalties, and values oriented which strives to develop shared values. Key elements of an ethics program include codes of conduct, codes of ethics, and statements of values. Developing and implementing an effective program requires identifying risk areas, communicating values and examples, and training employees to address ethical issues and find help resolving conflicts. Common mistakes are failing to understand program goals, lack of management support, and materials not addressing employee needs.
The document provides an overview of an advanced strategic management course. The objectives are to understand strategic concepts and apply them to analyze enterprise performance, generate and evaluate strategic options, and implement strategies. The course also aims to integrate previous learning and develop general management skills. It then discusses the concept of strategy, defining it as determining long-term goals and adopting actions and allocating resources to achieve those goals. Different levels of strategy are described, from functional to business to corporate. Successful strategies are said to have effective implementation, understanding of the environment, objective resource appraisal, long-term objectives, and agreement. The document frames strategy as a quest for profit and discusses maximizing shareholder value over profit alone.
Corporate governance and social responsibilityFickar Mandela
The document discusses the roles and responsibilities of corporate boards and top management. It states that boards are responsible for setting strategy, hiring and firing the CEO, monitoring management, and representing shareholder interests. Top management, led by the CEO, is responsible for executing strategy and providing leadership. The document also discusses trends like increasing pressure from institutional investors and demands for more stock ownership from directors and managers.
Partner relationship management (PRM) describes strategies and processes used by a company to communicate with channel partners. PRM software automates business functions and gathers real-time partner information, similar to customer relationship management (CRM). Effective PRM involves finding partners, defining objectives, selecting partners, contracting, delivering, managing performance, and building the partnership over time through ongoing processes like meetings, benefit discussions, timeline creation and informing partners of developments.
Stakeholder engagement involves identifying those who may be affected by or can influence project decisions, and actively involving them through a two-way process of providing information and seeking input. It is important for effective decision making, building trust, and reducing potential conflicts or issues. Key tools for stakeholder engagement include identifying stakeholders and assessing their interests and power over the project, creating matrices to define roles and responsibilities, and visualizing dependencies to help manage relationships between teams. Regularly reviewing engagement tools helps ensure all important stakeholders are involved and potential blockers are addressed.
Total quality management (TQM) is a management philosophy focused on customer satisfaction through continuous improvement. The key elements of TQM include focusing on customers, employee involvement, and continuous improvement. TQM seeks to integrate all organizational functions to ensure quality is built into processes from the start. This approach aims to reduce costs from defects while increasing customer loyalty, market share, and productivity. Quality is defined in various ways including being product-based, user-based, manufacturing-based, and value-based. Quality gurus like Deming, Juran, and Crosby emphasized prevention over inspection and leadership commitment to long-term quality programs.
Chapter i introduction to strategic managementSuzana Vaidya
The document provides an overview of strategic management concepts including:
1. The three big strategic questions of where the organization is now, where it wants to go, and how to get there.
2. The definition of strategy as management's plan to attract customers, position in the market, conduct operations, and achieve objectives.
3. The need for strategies to shape how the business is conducted and coordinate managerial actions.
4. The strategic management process of environmental scanning, strategy formulation, implementation, and evaluation.
Strategic management involves formulating goals and initiatives by top management based on assessing internal and external environments. Strategic planning defines an organization's strategy and allocates resources to pursue this strategy. It involves gathering input data, strategic planning activities, producing strategic plan outputs, and implementing outcomes. Senior leadership is responsible for determining strategy through a process that can utilize tools like PESTEL analysis, scenario planning, Porter's five forces, SWOT analysis, growth-share matrix, balanced scorecard, and strategy maps.
This document discusses process management. It defines key terms like value-creation processes, support processes, design for manufacturability, process control, process improvement techniques like kaizen and benchmarking. The document emphasizes that continuous process improvement is important to enhance customer satisfaction and that companies should benchmark best practices of industry leaders.
This document outlines the process and objectives of conducting an organizational capacity assessment for Preston Healthcare Consulting Ltd. It begins with definitions of key terms like capacity, performance, motivation, and external environment. It then describes the eight components of organizational capacity and factors that characterize performance. Motivation is discussed in terms of an organization's history, mission, culture, and incentives. The external environment and its six components are also outlined. The document concludes with an explanation of the five-step organizational capacity assessment process, including defining needs and objectives, planning, identifying capacity areas, defining indicators, and preparing assessment tools.
Ethical strategic management process and decision makingSowmya S Gowri S
This document outlines objectives related to understanding ethical management. It defines ethical management and discusses the need for ethical management in business to minimize risks and achieve long-term survival and success. It compares ethical management to strategic management, noting that ethical management helps set moral standards while strategic management helps achieve those standards. The document suggests models for incorporating ethics into the strategic management process and decision making to help ensure long-term success.
Strategic Planning Cycle & Tactics ( A to Z ).ppsxMarwan Abdu
The document outlines the strategic planning process, including analyzing the internal and external environment to understand where the organization currently stands, defining the vision and goals for where it wants to go, and developing strategies and implementation plans to achieve those goals. It discusses the key phases of strategic planning, from assessing the situation to formulating strategies to implementing operational plans and monitoring performance. Various methods are also presented that can be used during each phase of the strategic planning process.
This document provides an overview of business ethics concepts. It defines ethics and discusses principles of both professional and personal ethics. Business ethics is defined as applying general ethical ideas to business behavior based on integrity and fairness while considering both internal and external stakeholders. Several ethical theories are covered, including utilitarianism, Kantian ethics, and virtue ethics. The document also discusses the evolution of business ethics over time and the importance of managing ethics in organizations.
This document discusses key concepts in negotiation including:
- Defining negotiation as a process of communication between parties to reach agreement on differing needs or ideas.
- The importance of understanding one's Best Alternative To a Negotiated Agreement (BATNA), which is the lowest acceptable outcome.
- How the bargaining zone or zone of possible agreement exists between the buyer's reservation price and seller's reservation price.
- Other concepts like reservation prices, target prices, and stretch goals which influence negotiations.
The document provides guidance on preparing an effective project proposal for potential funding agents. It recommends including an introduction describing the applicant's qualifications, a clear problem statement supported by evidence, goals and measurable objectives, a description of activities and timeline, plans for monitoring progress and evaluating outcomes, and a strategy for sustaining project activities after funding ends. A checklist is also provided to help ensure all necessary components are addressed concisely and clearly in the proposal.
This document discusses the relationship between strategy, leadership, and culture in organizations. It states that strategy provides long-term direction, leadership is key to implementing strategy, and culture is shaped by leaders and embodies the organization's values and practices. Effective strategic leadership requires understanding how to align strategy and culture while empowering others. The founder's leadership style often shapes the initial culture, but this may later constrain the organization if not adapted over time.
Strategic planning establishes organizational priorities and allocates resources to accomplish goals. It improves performance by focusing an organization and communicating priorities. A good strategic plan assesses the current state, sets goals and plans to close gaps between the current and future states. It should address critical issues, balance capabilities and goals, cover a sufficient time period, be visionary yet flexible to allow for change, and guide decision making. Key elements are the mission, guiding principles, value propositions, destination points, and areas of focus/strategies.
Negotiating involves communicating between two or more parties to reach an agreement on differing needs or ideas. It draws on skills in communication, psychology, and conflict resolution. Effective negotiators prepare thoroughly, focus on interests rather than positions, and use a cooperative problem-solving approach to find mutually beneficial solutions.
The document discusses organizational conflict, negotiation, politics, and change. It defines organizational conflict as discord arising from incompatible goals between individuals or groups. Some conflict is inevitable and can improve performance, but too much hinders progress. Managers must address sources of conflict, like interpersonal or intergroup differences. Negotiation can involve distributive bargaining that is win-lose or integrative bargaining that is win-win. Organizational politics refer to activities managers engage in to influence others and increase their power to achieve goals or drive change. Managing change involves assessing needs, deciding on and implementing changes, then evaluating results against benchmarks.
This document discusses strategic management concepts including strategy formation at the corporate, business unit, and functional levels. It defines strategy and explains that corporate strategy is concerned with the selection and coordination of businesses a company competes in. Business unit strategy focuses on developing competitive advantage within product/service lines. Functional strategy involves coordinating resources to execute business unit strategies. The strategic management process involves environmental scanning, strategy formulation, implementation, and evaluation. Stakeholders in a business include shareholders, creditors, managers, employees, suppliers, customers, community and government. Vision and mission statements provide direction for organizational goals, while objectives and goals specify targets to achieve the vision and mission.
The document discusses strategic planning and management. It defines strategic management as formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives. It notes that strategic management helps organizations succeed by guiding them to achieve strategic goals in light of internal and external factors. The strategic management process consists of three stages: strategy formulation, implementation, and evaluation.
Partner relationship management (PRM) describes strategies and processes used by a company to communicate with channel partners. PRM software automates business functions and gathers real-time partner information, similar to customer relationship management (CRM). Effective PRM involves finding partners, defining objectives, selecting partners, contracting, delivering, managing performance, and building the partnership over time through ongoing processes like meetings, benefit discussions, timeline creation and informing partners of developments.
Stakeholder engagement involves identifying those who may be affected by or can influence project decisions, and actively involving them through a two-way process of providing information and seeking input. It is important for effective decision making, building trust, and reducing potential conflicts or issues. Key tools for stakeholder engagement include identifying stakeholders and assessing their interests and power over the project, creating matrices to define roles and responsibilities, and visualizing dependencies to help manage relationships between teams. Regularly reviewing engagement tools helps ensure all important stakeholders are involved and potential blockers are addressed.
Total quality management (TQM) is a management philosophy focused on customer satisfaction through continuous improvement. The key elements of TQM include focusing on customers, employee involvement, and continuous improvement. TQM seeks to integrate all organizational functions to ensure quality is built into processes from the start. This approach aims to reduce costs from defects while increasing customer loyalty, market share, and productivity. Quality is defined in various ways including being product-based, user-based, manufacturing-based, and value-based. Quality gurus like Deming, Juran, and Crosby emphasized prevention over inspection and leadership commitment to long-term quality programs.
Chapter i introduction to strategic managementSuzana Vaidya
The document provides an overview of strategic management concepts including:
1. The three big strategic questions of where the organization is now, where it wants to go, and how to get there.
2. The definition of strategy as management's plan to attract customers, position in the market, conduct operations, and achieve objectives.
3. The need for strategies to shape how the business is conducted and coordinate managerial actions.
4. The strategic management process of environmental scanning, strategy formulation, implementation, and evaluation.
Strategic management involves formulating goals and initiatives by top management based on assessing internal and external environments. Strategic planning defines an organization's strategy and allocates resources to pursue this strategy. It involves gathering input data, strategic planning activities, producing strategic plan outputs, and implementing outcomes. Senior leadership is responsible for determining strategy through a process that can utilize tools like PESTEL analysis, scenario planning, Porter's five forces, SWOT analysis, growth-share matrix, balanced scorecard, and strategy maps.
This document discusses process management. It defines key terms like value-creation processes, support processes, design for manufacturability, process control, process improvement techniques like kaizen and benchmarking. The document emphasizes that continuous process improvement is important to enhance customer satisfaction and that companies should benchmark best practices of industry leaders.
This document outlines the process and objectives of conducting an organizational capacity assessment for Preston Healthcare Consulting Ltd. It begins with definitions of key terms like capacity, performance, motivation, and external environment. It then describes the eight components of organizational capacity and factors that characterize performance. Motivation is discussed in terms of an organization's history, mission, culture, and incentives. The external environment and its six components are also outlined. The document concludes with an explanation of the five-step organizational capacity assessment process, including defining needs and objectives, planning, identifying capacity areas, defining indicators, and preparing assessment tools.
Ethical strategic management process and decision makingSowmya S Gowri S
This document outlines objectives related to understanding ethical management. It defines ethical management and discusses the need for ethical management in business to minimize risks and achieve long-term survival and success. It compares ethical management to strategic management, noting that ethical management helps set moral standards while strategic management helps achieve those standards. The document suggests models for incorporating ethics into the strategic management process and decision making to help ensure long-term success.
Strategic Planning Cycle & Tactics ( A to Z ).ppsxMarwan Abdu
The document outlines the strategic planning process, including analyzing the internal and external environment to understand where the organization currently stands, defining the vision and goals for where it wants to go, and developing strategies and implementation plans to achieve those goals. It discusses the key phases of strategic planning, from assessing the situation to formulating strategies to implementing operational plans and monitoring performance. Various methods are also presented that can be used during each phase of the strategic planning process.
This document provides an overview of business ethics concepts. It defines ethics and discusses principles of both professional and personal ethics. Business ethics is defined as applying general ethical ideas to business behavior based on integrity and fairness while considering both internal and external stakeholders. Several ethical theories are covered, including utilitarianism, Kantian ethics, and virtue ethics. The document also discusses the evolution of business ethics over time and the importance of managing ethics in organizations.
This document discusses key concepts in negotiation including:
- Defining negotiation as a process of communication between parties to reach agreement on differing needs or ideas.
- The importance of understanding one's Best Alternative To a Negotiated Agreement (BATNA), which is the lowest acceptable outcome.
- How the bargaining zone or zone of possible agreement exists between the buyer's reservation price and seller's reservation price.
- Other concepts like reservation prices, target prices, and stretch goals which influence negotiations.
The document provides guidance on preparing an effective project proposal for potential funding agents. It recommends including an introduction describing the applicant's qualifications, a clear problem statement supported by evidence, goals and measurable objectives, a description of activities and timeline, plans for monitoring progress and evaluating outcomes, and a strategy for sustaining project activities after funding ends. A checklist is also provided to help ensure all necessary components are addressed concisely and clearly in the proposal.
This document discusses the relationship between strategy, leadership, and culture in organizations. It states that strategy provides long-term direction, leadership is key to implementing strategy, and culture is shaped by leaders and embodies the organization's values and practices. Effective strategic leadership requires understanding how to align strategy and culture while empowering others. The founder's leadership style often shapes the initial culture, but this may later constrain the organization if not adapted over time.
Strategic planning establishes organizational priorities and allocates resources to accomplish goals. It improves performance by focusing an organization and communicating priorities. A good strategic plan assesses the current state, sets goals and plans to close gaps between the current and future states. It should address critical issues, balance capabilities and goals, cover a sufficient time period, be visionary yet flexible to allow for change, and guide decision making. Key elements are the mission, guiding principles, value propositions, destination points, and areas of focus/strategies.
Negotiating involves communicating between two or more parties to reach an agreement on differing needs or ideas. It draws on skills in communication, psychology, and conflict resolution. Effective negotiators prepare thoroughly, focus on interests rather than positions, and use a cooperative problem-solving approach to find mutually beneficial solutions.
The document discusses organizational conflict, negotiation, politics, and change. It defines organizational conflict as discord arising from incompatible goals between individuals or groups. Some conflict is inevitable and can improve performance, but too much hinders progress. Managers must address sources of conflict, like interpersonal or intergroup differences. Negotiation can involve distributive bargaining that is win-lose or integrative bargaining that is win-win. Organizational politics refer to activities managers engage in to influence others and increase their power to achieve goals or drive change. Managing change involves assessing needs, deciding on and implementing changes, then evaluating results against benchmarks.
This document discusses strategic management concepts including strategy formation at the corporate, business unit, and functional levels. It defines strategy and explains that corporate strategy is concerned with the selection and coordination of businesses a company competes in. Business unit strategy focuses on developing competitive advantage within product/service lines. Functional strategy involves coordinating resources to execute business unit strategies. The strategic management process involves environmental scanning, strategy formulation, implementation, and evaluation. Stakeholders in a business include shareholders, creditors, managers, employees, suppliers, customers, community and government. Vision and mission statements provide direction for organizational goals, while objectives and goals specify targets to achieve the vision and mission.
The document discusses strategic planning and management. It defines strategic management as formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives. It notes that strategic management helps organizations succeed by guiding them to achieve strategic goals in light of internal and external factors. The strategic management process consists of three stages: strategy formulation, implementation, and evaluation.
This document provides an overview of the strategic planning process and discusses the importance of strategic planning for businesses. It outlines the key steps in strategic planning, which include current situation analysis, segmentation analysis, SWOT analysis, core competencies analysis, and developing a business strategy and balanced scorecard. The current situation analysis involves defining the company's mission and vision, collecting internal and external data, and getting feedback from employees. Segmentation analysis involves identifying customer segments and matching the company's products and services to the highest potential segments. SWOT analysis is an audit of the organization's internal strengths and weaknesses and external opportunities and threats.
Strategy involves determining long-term goals and objectives and adopting plans to achieve them. There are three levels of strategy: corporate, business unit, and functional. Corporate strategy focuses on selecting business portfolios and coordinating them. Business unit strategy develops competitive advantages for specific goods/services. Functional strategy coordinates resources to efficiently execute higher-level strategies. Strategic management is the process of formulating, implementing, and evaluating cross-functional decisions to achieve objectives. It involves environmental scanning, strategy formulation, implementation through programs and budgets, and feedback.
The document outlines an agenda for a strategic planning workshop. It includes sections on workshop objectives, an introduction to strategic planning, and proposed strategy frameworks. The objectives are to understand roles and responsibilities, update the current strategic plan, gain buy-in from stakeholders, understand the strategy formulation process, and agree on future direction. The introduction defines strategic planning and the difference between strategic and business planning. It also discusses benefits like increased profitability and efficiency. Several strategy models are presented, including Mintzberg's 5 P's and emergent strategy principles, the OGSM model, the strategy house, balanced scorecard, and AFI strategy framework.
This document provides an overview of strategic management concepts including strategy formation at the corporate, business unit, and functional levels. It discusses key elements of strategic management like stakeholders, vision/mission statements, and the strategic management process.
The strategic management process involves environmental scanning, strategy formulation, implementation through programs/budgets/procedures, and evaluation/control. Vision statements provide long-term direction while mission statements define the organization's purpose. Stakeholders like shareholders, employees, customers impact and are impacted by business decisions.
The document discusses strategic management concepts for a private dialysis service provider. It covers strategic planning, linking strategic and operational levels, performance management, growth options, and managing in a competitive environment. Key points discussed include having a strategic focus to guide long-term decisions, analyzing the external environment and internal resources, identifying strategic options, understanding who the different customers are for private clinics versus state-run services, and selecting strategies and making decisions to satisfy all stakeholders.
The document discusses strategic planning and its importance for project managers. It outlines the key elements of strategic planning, including goal setting, strategy development, customer and internal business analysis, strategic choices, implementation, and evaluation. It argues that project managers need to understand business strategies in order to position themselves as partners rather than just hands, and that linking projects to corporate strategies is critical for success. A basic knowledge of strategic planning principles is necessary for project managers to fulfill this role effectively.
Meaning of strategic management & its levels111Apeksha Bhatkar
Strategic management involves determining a company's strategy and ensuring its implementation. It includes analyzing external/internal factors, formulating strategies to achieve objectives, implementing strategies, and evaluating results. There are three levels of strategy - functional, business unit, and corporate. Functional strategy focuses on operating divisions/departments, business unit strategy on cost leadership/differentiation, and corporate strategy provides an overarching plan and framework. SWOT analysis and other tools help in strategic analysis and planning.
Strategic planning is an art of formulating strategies, implementing and evaluating them. Equipping leaders and managers with skills such as problem solving, communication,critical thinking, decision making and leadership that are required to plan strategically in a competitive business environment.
Auraa Image Management and Consulting specializes in training leaders, managers and their teams to develop a growth oriented mindset and hone their skills to formulate and execute strategic business objectives.
If your organization is unable to achieve the expected desired results, it may be time to rethink the organizational strategy. Connect with us and learn how to strategically plan for success.
Contact: +91 9958934766 / +91 7830222285
Email: samira@auraaimage.com / nayanika@auraaimage.com
Website: https://auraaimage.com / https://samiragupta.com/
Great insight on what constitutes and effective business plan. Learn how to develop a strategic business plan that is guaranteed to get the attention of potential investors, business partners and other stakeholders.
This document provides an overview of strategic management and the strategic planning process. It discusses establishing strategic direction through vision, mission, and identifying key performance areas. It covers developing business strategies, organizing strategy development, and gap analysis and objective setting. It then outlines the action planning process to align the organization to the strategy through communication and training. Finally, it discusses implementing the strategic plan, measuring and auditing results, and developing a continuous improvement process using the PDCA cycle.
The document discusses the balanced scorecard framework as a strategic management tool. It describes the balanced scorecard as considering both financial and non-financial performance indicators across four perspectives: financial, customer, internal business processes, and learning and growth. These four perspectives are causally linked, with learning and growth leading to better internal processes, higher customer value, and improved financial performance. The balanced scorecard helps organizations translate their vision into action, communicate objectives and measures, align strategic initiatives, and provide feedback to evaluate strategy. It is presented as an important tool for strategic management that can help organizations achieve long-term goals and develop competitive advantages.
Strategy Planning and Deployment Process Training ModuleFrank-G. Adler
The Strategy Planning and Deployment Training Module v6.0 includes:
1. MS PowerPoint Presentation including 97 slides covering our Strategy Planning and Deployment Process using Strategy Maps and Hoshin Kanri, including Introduction to Strategy Planning, Organizing the Process, Current State Analysis (CSA), Strategic Vision Elements, Strategic Breakthrough Objectives, Strategy Maps, Strategic Initiatives and Tactics, Strategy Deployment Matrix, and Strategy Implementation and Review.
2. MS Excel Templates for Annual Planning, Criticality Analysis, Force Field Analysis, Radar Gap Analysis Chart, Strategy Grid Alignment Matrix, Strategy Grid Correlation Matrix, Project Selection Matrix, Bowling Chart, and Strategy Implementation Review Table.
3. MS Word Current State Analysis (CSA) Questionnaire
4. MS Excel Hoshin Kanri Strategy Deployment X-Matrix Template
This document discusses strategic management and the strategic planning process. It defines strategy and outlines three levels of strategy: corporate, business unit, and functional. It then describes the strategic planning process, which includes establishing strategic intent, conducting an environmental scan involving internal and external analysis, and formulating strategy by defining the mission and objectives. The process aims to help organizations effectively manage opportunities and threats to achieve long-term goals.
This document provides an overview of strategic and operational management strategies for educational institutions. It discusses strategic management processes like strategic planning, implementation, evaluation and decision making. It also covers operational management techniques and decision making. Specific topics summarized include the strategic management process, SWOT analysis, benefits of strategic management, strategic decision making and the 7 steps of operational decision making.
Unit - 5_Part A_Strategic Management (18MBA25)_EntrepreneurshipVijay K S
Business planning in different environment - Entrepreneurial level Business planning – Multistage wealth creation model for entrepreneurs – Planning for large and diversified companies
The Business Plan, The Business Planning Process, Strategic Planning, Analysing The Environment, Analysing The Firm, Industry And Competitor Analysis, Product And Portfolio Analysis, SWOT Analysis, Generating Strategic Options, Market Analysis And Strategy , Market Forecasting, The Operational Plan, Model The Business, Accounting Principles, Completing The Financial Statements, Reviewing The Financial Statements, Evaluating Strategic Options, Funding Issues, Risk Analysis, Presenting The Business Plan And Obtaining Approval, Implementing The Business Plan, Sayeed Alam, 9910479355
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
3. GROUP MEMBERS
NAME ROLL NUMBER
ZEESHAN SALEEM MAFE-21-20
MIRAJ MUREED MAFE-21-10
FAIZAN KHALID MAFE-21-43
ZEENAT ZAHID MAFE-21-28
ZEESHAN SHAUKAT MAFE-21-48
4. CONTENTS
INTRODUCTION
STRATEGIC PLANNING
BUSINESS PLAN
SWOT ANALYSIS
SITUATIONAL ANALYSIS
STRATEGIC PLANNING ELEMENT
EFFECTIVENESS OF STRATEGIC PLANNING
FOUR PERSPECTIVES FOR TRANSLATING STRATEGY
MISSION ND VISSION
CONCLUSION
CASE STUDY
5. INTRODUCTION
The modern concept of corporate strategic planning
grew out of budget exercises carried out
in the 1950s in the United States.
By the mid-1960s and throughout the 1970s,
strategic planning was occurring in most large
corporations.
6. STRATEGIC PLANNING
Strategic planning is a process in which
an organization's leaders define their vision
for the future and identify their organization's
goals and objectives.
The process includes establishing the sequence
in which those goals should be realized
so that the organization can reach its stated vision.
10. LEVEL OF STRATEGIC PLANNING
1- CORPORATE STRATEGY:
A corporate-centric plan defines how the company works. It focuses on organizing and aligning the structure
of the business, its policies and processes and its senior leadership to meet desired goals. For example, the
management of a research and development skunkworks might be structured to function dynamically and on
an ad hoc basis. It would look different from the management team in finance or HR.
2- BUSINESS STRATEGY:
A business-centric strategic plan focuses on the competitive aspects of the organization -- creating
competitive advantages and opportunities for growth. These plans adopt a mission evaluating the external
business environment, setting goals, and allocating financial, human and technological resources to meet
those goals. This is the typical strategic plan and the main focus of this article.
3- FUNCTIONAL STATEGY:
Function-centric strategic plans fit within corporate-level strategies and provide a granular examination of
specific departments or segments such as marketing, HR, finance and development. Functional plans focus on
policy and process -- such as security and compliance -- while setting budgets and resource allocations.
11. WHY IS STRATEGIC PLANNING IMPORTANTS
• Businesses need direction and organizational goals to work toward. Strategic planning offers that type
of guidance. Essentially, a strategic plan is a roadmap to get to business goals. Without such guidance,
there is no way to tell whether a business is on track to reach its goals.
The Mission
Strategic planning starts with a mission that offers a company a sense of purpose and direction. The
organization's mission statement describes who it is, what it does and where it wants to go. Missions are
typically broad but actionable.
The Goals
Strategic planning involves selecting goals. Most planning uses SMART goals -- specific, measurable,
achievable, realistic and time-bound -- or other objectively measurable goals. Measurable goals are
important because they enable business leaders to determine how well the business is performing
against goals and the overall mission
12. WHY IS STRATEGIC PLANNING IMPORTANT
Alignment with short-term goals
Strategic planning relates directly to short-term, tactical business planning and can help business
leaders with everyday decision-making that better aligns with business strategy. For the fictitious
educational business, leaders might choose to make strategic investments in communication and
collaboration technologies, such as virtual classroom software and services but decline opportunities to
establish physical classroom facilities.
Evaluation and revision
Strategic planning helps business leaders periodically evaluate progress against the plan and make
changes or adjustments in response to changing conditions. For example, a business may seek a global
presence, but legal and regulatory restrictions could emerge that affect its ability to operate in certain
geographic regions. As result, business leaders might have to revise the strategic plan to redefine
objectives or change progress metrics
13. BUSINESS PLAN
A business plan is an important
document aimed at a company's
external and internal audiences.
For instance, a business plan is
used to attract investment before
a company has established a proven
track record.
It can also help to secure lending
from financial institutions.
14. STRATEGIC VS BUSINESS PLANNING
STRATEGIC PLANNING
• A strategic plan is for a 3-5
year period and sets out the
tasks, the milestones and the
steps needed to drive your
business forward. Find out how
to develop a strategic plan
BUSINESS PLANNING
• A business plan focuses on a
shorter term, usually no more
than a year, and serves a
specific goal – e.g starting a
business, getting funding, or
directing operations. See how
to prepare a business plan for
growth
16. SWOT ANALYSIS
STRENGTHS WEAKNESS OPPORTUNITIES THREATS
Strengths are the things that your
company does particularly well, or
resources and assets that it owns
that distinguish it from your
competitors. You need to know
your company's strengths; they're
what make it thrive
EXAMPLES OF STRENGTH
⚫ solid financing
⚫ a positive reputation
⚫ valuable intellectual property
⚫ an innovative mindset
⚫ low production costs
⚫ product variety
⚫ a healthy company culture
Weaknesses are internal attributes
and resources that your company
lacks. You need to know your
weaknesses because they make
your business vulnerable. To
identify the underlying cause of
your company's weaknesses (or its
strengths), Fader suggests.
EXAMPLES OF WEAKNESS
⚫ high levels of debt
⚫ low customer satisfaction
⚫ long delivery times
⚫ outdated equipment and/or
machinery
⚫ gaps in expertise
⚫ poor employee engagement and
retention
⚫ products slow to get to market
Opportunities are a set of
external circumstances that,
with the right decisions, can
grow your company or put you
in a favorable strategic
position.
EXAMPLES OF OPPORTUNITY
⚫ new trade agreement-export
possibilities
⚫ new environmental, social and
corporate governance (ESG)
reporting requirements-can
showcase your track record
⚫ buy-local trend-favours your
locally made products
⚫ work-from-home trend-can
Threats are external forces that
constitute a risk to your business.
Your company should be on the
lookout for external obstacles; it
will have to overcome them if it is
to flourish. To analyze the threats
(and opportunities) facing your
business, Fader suggests one of the
tools be a PESTLE analysis, which
takes in the political, economic,
sociological, technological, legal
and environmental factors that
influence an organization.
EXAMPLES OF THREATS
⚫ new trade agreement-which can
bring increased competition
⚫new ESG reporting requirements-
with possible heavier paperwork
⚫ supply-chain problems
18. SITUATIONAL ANALYSIS
When developing strategies, analysis of the organization and its environment as it is at the moment and
how it may develop in the future, is important. The analysis has to be executed at an internal level as
well as an external level to identify all opportunities and threats of the external environment, as well as
the strengths and weaknesses of the organizations.
There are several factors to be assessed during the external situation analysis.
1. Markets Analysis.
2. Competitive Analysis.
3. Technology Analysis.
4. Supplier markets.
5. Labor markets.
6. Economic Analysis.
7. The regulatory environment.
19. SITUATIONAL ANALYSIS
1. Markets Analysis
A market analysis studies the attractiveness and the dynamic
of a special market with in a special industry.
2. Competitive Analysis
Competitive analysis in marketing and strategic
management is an assessment of the strengths
and weakness current and potential competitors.
20. SITUATIONAL ANALYSIS
3.Technology Analysis
IT strategic planning assesses what investments and
technologies will achieve business goals while also considering
the impact of funding them. No one should go into the
planning process with the goal of coming out of it with a
perfect annual plan.
4. Supplier market
Supplier market analysis is a technical used to identify
market characteristics for specific goods and services.
21. SITUATIONAL ANALYSIS
5. Labor Market Analysis
Labor market analysis is the process of identifying the appropriate
labor market for various types of positions.
Surveying the market to determine the
salaries that are being paid for like positions.
6. Economic Analysis
Economic analysis assesses financial and other costs
and benefits for operating a program, project or business
venture. It is used to determine if resources are being used
appropriately and effectively.
Costs and benefits of a course
of action or a program are evaluated, and the best course
of action is selected.
22. SITUATIONAL ANALYSIS
7. The Regulatory Environment
A regulated environment is basically any
controlled environment. Rules state which conditions
must be met by a company to produce valid results or
goods of a guaranteed level of quality.
24. STRATEGIC PLANNING ELEMENTS
Business value.
Market to be Served.
Customer needs.
Customer Positioning.
Product diversification.
Alignment.
Gap analysis.
Budget.
Implementation.
25. STRATEGIC PLANNING ELEMENT
Business value
Business value is core term throughout Brop
(Business value oriented project management)
teaching and all Project, Product, and people
management. Principle rely on The idea of delivering
business value` in all organizational activities.
Market to be Served
Across The Country and around the world, companies in
The A/E/C the industry are looking for ways to improve
their products and services, and delivery of those
products and Services. Although we're a technology-centric
Company, we're rooted in The belief that The kinds of products
and services that we offer can only be delivered,
locally face to face by
our full time salaried professionals.
26. STRATEGIC PLANNING ELEMENT
Customer needs
The first step is to discover The future needs of
The Customers, who They are?
what do they want?
How Should The organization meet and exceed
Their expectations?
This step further explained in a later chap
27. STRATEGIC PLANNING ELEMENT
Customer Positioning
Positioning refers to the development of strategy
that helps to influence how a particular market segment
perceives a brand, good, or service in comparison
to the competition. Positioning is all about defining
a space in the mind of the customer.
Product diversification
Product diversification is The Practice of
expanding The original market for a product.
This strategy is used to increase.
The Sale associated with an existing product line,
whichis especially useful for a Business
that has been experiencing
stagnant or declining sales
28. STRATEGIC PLANNING ELEMENT
Alignment
Alignment of the plans with the vision, Mission and the
Concepts of the organization.
Gap analysis
To identify The that gaps exist b/w The present
and future state of the organization.
29. STRATEGIC PLANNING ELEMENT
Budget
Strategic budgeting is the process of creating long-range budget.
That spans a period of a more Then one year.
The intent behind This type of budgeting is to develop a Plan.
That supports a long- range vision for the future position of an entity.
Implementation
Resources must be allocated to collecting the data
designing to the changes and monitoring the progress
being made.
31. EFFECTIVENESS OF THE STRATEGIC
PLANNING
Strategic effectiveness is an organization's ability to set the right goals and consistently achieve them.
Organizations with high strategic effectiveness.
Strategic planning is an essential element of organizational management, but will be significant only if
implemented effectively. The biggest failure of strategic planning is not in identifying what is to be done, but
in wrongly executing the same. Michael Porter in his article in the Harvard Business Review supplemented this
view by noting that strategy and effectiveness are both essential for superior performance.
As Larry Cassidy noted,
“When companies fail to deliver their promises, the most
frequent explanation given is that the CEO’s strategy was wrong. But in fact, the strategy and its planning
may not be the real cause. It is in the ineffective execution that the strategies most often fail and things
that are supposed to happen do not happen.”
Edwin Bliss observed that,
“Success does not mean the absence of failures; it means the attainment of ultimate objectives. It means
winning the war, not every battle.”
Shiv Khera, too, observed that “most people fail not because of lack of ability and
intelligence, but because of lack of desire, direction, dedication, and discipline.”
32. FOUR PERSPECTIVES FOR TRANSLATING STRATEGY
Financial Perspective.
Customer Perspective.
Internal Perspective.
Innovation and learning Perspective.
33. FOUR PERSPECTIVES FOR TRANSLATING STRATEGY
Financial Perspective
Strategic financial management is about creating
profits for the business over the run.
It Seeks to maximize return investment for Stakeholders.
Customer Perspective
The Customer perspective monitors how the entity is
providing value to its Customers and determine the
value or level of customer satisfaction with the company
products and Services high level of customers satisfaction
can dramatically impact your company strategic success.
34. FOUR PERSPECTIVES FOR TRANSLATING STRATEGY
Internal Perspective
Internal perspective means an inspection of your
company cost position its competency and competitive
viability internal perspective often incorporate metrics
that give you actionable about your company
Strengths, weakness, opportunity and threats.
Innovation and learning Perspective
Strategic innovation is an organization process of reinventing
or redesigning its corporate strategy to derive business growth,
generated value and its customers and create a Competitive and
advantages This type of innovation is essential for organizations
to adopt Speed of technology change.
35. MISSION ND VISSION
The vision statement defines how you want your business to be
seen by the outside world, including the investors, clients, suppliers,
the market, and even competitors. It would answer the question
"What do we want become in the future?" and provide inspiration
for setting future goals. It should be as short as possible, preferably
in one sentence. It describes what the company believes are the
ideal conditions for the community.
The following characteristics of vision statements:
⚫ Understood and shared by members of the community
⚫ Broad enough to include a diverse variety of local perspectives
⚫ Inspiring and uplifting to everyone involved in your effort
⚫ Easy to communicate
36. CONCLUSION
As cited in the definitions, strategic planning is an
organization's process of defining its strategy or
direction, and making decisions on allocating its
re- sources to pursue the company's vision and mission.
It is a top-down approach concerned with the:
⚫long-term mission and objectives of an organization,
⚫the resources used in achieving those objectives,
⚫the policies and guidelines that govern the acquisition,
⚫usage and disposition of those resources.
Hence, it forms the very foundation for the success
of an organization. We can finally conclude with
Sir Brian Pitman's observation that,
"there is always a better strategy than the one you have. You just haven't thought of it yet."
39. THE SOCIAL SECURITY ADMINISTRATION
INTRODUCTION
o This case study has been produced to help others understand how the strategic planning process
at the Social Security Administration (SSA) has evolved over the last 20 years, how our current
process works, and what we will be doing in the near future to refine the process. The case study
is structured to illustrate the iterative nature of SSA's progress in planning, the successes we have
achieved and the pitfalls we have encountered, and how the Agency's strategic planning has led us
to specific decisions at critical points in our history.
o When the Government Performance and Results Act (GPRA) was passed in 1993, our Agency
was gratified that what we had been striving to implement was being mandated throughout
government. The most important lesson we have learned is that understanding the theory of
strategic management, not easy in itself, is a "piece of cake" compared to the doing of the thing.
Creating a strategic plan is a challenge. And the real challenge is creating the environment and
the processes that support a culture of active strategic management.
40. THE SOCIAL SECURITY ADMINISTRATION
ABOUT SSA
The mission of SSA is framed this way in our current strategic plan:
’’To administer national Social Security programs as prescribed by legislation, in an equitable,
effective, efficient and caring manner.’’
We administer two major programs: Old Age, Survivors', and Disability Insurance, or what is commonly
called "Social Security"; and Supplemental Security Income (SSI). To do this, SSA issues Social Security
numbers to eligible individuals; maintains lifelong earnings records for individuals working under
employment covered by Social Security; takes claims for benefits; adjudicates appeals on disputed
decisions; and processes millions of actions yearly to keep the beneficiary records current. SSA also
administers aspects of the Medicare, Medicaid, Black Lung and Coal Industry Retiree Health Benefit
programs and serves a key role in ensuring the integrity of other Federally funded needs-based benefit
programs.
41. THE SOCIAL SECURITY ADMINISTRATION
THE EVOLUTION OF STRATEGIC PLANS
Strategic planning at SSA has been the overarching tool
that has allowed us over the years to address issues
created by rising workloads, changing customer expectations,
limited resources, and technological innovation.
Strategic planning has helped marshal our forces to accomplish
our mission and attain our vision.
Strategic planning has undergone an evolution at SSA,
and every plan we produce improves upon the prior
one in important ways.
42. THE SOCIAL SECURITY ADMINISTRATION
THE PLANNING AND BUDGETING SYSTEM
The PBS actually began before the Framework plan was completed. SSA has always had an annual budget
process to prepare and submit the budget to the President and Congress. With no structured
implementation planning established after the 1988 plan was published, decisions about key Agency
initiatives were largely driven by the process of building the yearly budget and recommending an
appropriate budget to the Commissioner and, ultimately, to the Congress.
So, in FY 1990, an interim process for proposing and selecting key change initiatives (KCIs) was
put in place. Key change proposals were to include the information necessary to make
preliminary decisions about the value of the initiative; such information as the objective(s) to be
achieved; the change to be made; the approach to be used; the costs, benefits, and impacts of the
change; and the schedule for achieving the objective. After the proposals were analyzed by
a high-level group of component planning representatives, the Commissioner used the analysis to
decide what initiatives should be supported in the budget submission.
43. WHAT DOES PLANNING COST?
We have not specifically calculated the cost of planning at SSA. We rely on research data in the literature that
regularly report how small the cost of proper up-front planning is compared to the rework it saves later in the
development and implementation stages. Still, the costs need to be identified, even if they are offset by benefits,
and some of them constitute the biggest hurdles we have faced in institutionalizing planning at SSA. Just some of
the costs include:
The cost of staff at the executive level and within components to tend the process. At the most general level,
these costs would include the salaries of the planning staff as well as the cost of time expended by the
component planning reps, tactical plan managers, and budget analysts doing work they would otherwise not be
required to do. At SSA, the size of the "planning staff" in the Commissioner's office has varied from about 4 to
upwards of 20, depending on what the staff were responsible for doing at a particular time.
The costs of additional executive-staff time devoted to consideration of strategic issues.
The costs of all staff involved in conceptualizing, writing, reviewing, and publishing plans and plan documents;
and the costs to revise and redo based on new data.
The cost of identifying, collecting, analyzing and reporting additional performance data,including the cost to
maintain, enhance, or build management-information systems.
The cost of time that staff devote to implementing the plans, particularly the additional planning, documenting,
and integrating activities required.
44. CONCLUSION
A major value of the strategic plan has been the cohesive
view it provides to external monitoring authorities about
how the Agency will look into the next decade.
When SSA couples the strategic plan with the business
plan and its associated budget, we make a statement
to the world at large about where we intend to be and
what we intend to be doing with the public's money over time.
As an internal guidance document, the strategic
plan has been an invaluable aid in helping the Agency’s
decision makers choose the right course of action over the years.
Many successful decisions and activities can be attributed
to implementing a strategic planning process that engaged
Agency leaders in clarifying SSA's focus and its operational vision of the future.