This document outlines the strategic planning process used by Areté Partners. It involves conducting an environmental scan, assessing strategic assumptions and challenges, developing strategic objectives, creating action plans, projecting performance, and evaluating the process. The process is depicted as a flowchart with boxes showing each step and arrows indicating the flow and relationships between steps. It aims to establish a strategic position, determine objectives and plans, project outcomes, and continually improve the process.

1. Conduct
environmental scan
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STRATEGIC ANALYSIS STRATEGIC ASSESSMENT STRATEGIC ASSUMPTIONS
Areté Partners Process
Strategy Development
STRATEGY DEVELOPMENT
STRATEGIC OBJECTIVES
ACTION PLAN DEVELOPMENT & DEPLOYMENT
PERFORMANCE PROJECTION
Global challenges,
political/economic/
industry/market conditions,
technological innovations,
competitive environment,
customer expectations,
potential new products,
supplier/partner/
stakeholder needs,
regulatory environment Collect, aggregate,
retain key source
information/data &
knowledge input
Data/ information
Integrity validated?
Value chain analysis
economic value analysis
scenario/ impact analysis
SWOT analysis
Porter’s 5 Forces
Align to corporate &
business strategy
Select and implement
analysis methodology
Identify
POTENTIAL BLIND
SPOTS, business &
event risks
Identify
STRATEGIC
CHALLENGES
Establish Strategic
Planning Team
KNOWLEDGE
SOURCES
AND INPUTS/
OUTPUTS
Performance
Excellence
Criteria
Specific
Vision, mission, and values, Board of Directors/shareholders/stakeholders
expectations, corporate directives, business objectives/corporate scorecard,
key performance measures/expectations, innovation strategy, workforce
needs/capabilities, process effectiveness measures, prior plans
Assess previous strategic
and current performances
To VMV
Evaluate duration of short-
and longer-term planning
horizon
Assess workforce
capacity/ capabilities
Assess financial resources
and determine risks
Assess public
responsibilities/ risks
environmental impacts
Identify key factors for
organizational
sustainability
Review current strategic
advantages/core
competencies and its
relevance
Address organization’s
strengths, weaknesses,
opportunities, and threats
STRATEGIC
CHALLENGES
Determine needed
CORE COMPETENCIES
Determine leverage
strategy of
STRATEGIC
ADVANTAGES
Prioritize strategic
assessments’
organizational value
Review VMV and establish
long term strategic
boundaries
Identify strategic spaces
within boundaries
to occupy
Review strategic
assessment findings
Strategic assessments
Now/future stakeholders
representation ensured?
Formulate strategic/
competitive position
& risk assumption
Challenge and test
formulated positions/
assumptions
Pass?
Select best assumptions,
strategic/competitive
position
STRATEGIC
ASSUMPTIONS
no
no
yes
yes
yes
no
end
SO
SD
Identify key indicators
to detect MAJOR
SHIFTS in
Products
Markets
Technology
Regulatory
environment
Customer
preferences

2. Start
OBJECTIVES FORMULATION OBJECTIVES BALANCING STRATEGIC OBJECTIVES
Areté Partners Process
Strategic Objectives Formulation & Balancing
STRATEGY DEVELOPMENT
STRATEGIC OBJECTIVES
ACTION PLAN DEVELOPMENT & DEPLOYMENT
PERFORMANCE PROJECTION
Review strategic
assumptions
KNOWLEDGE
SOURCES
AND INPUTS/
OUTPUTS
Performance
Excellence
Criteria
Specific
All strategic
challenges and advantages
addressed?
end
SD
Review strategic
challenges
STRATEGIC
ASSUMPTIONS
STRATEGIC
CHALLENGES
Review strategic
advantages
STRATEGIC
ADVANTAGES
Summarize key
strategic issues
Stakeholders
requirements
Balance needs for all
stakeholders
All stakeholders
considered?
Determine strategic
objective candidates
CORE
COMPETENCIES
Consider current
and future core
competencies
Determine
STRATEGIC OBJECTIVES
Balance short- and longer
term challenges and
opportunities
STRATEGIC
CHALLENGES
Strategic
opportunities
Evaluate innovation
opportunity
Product offerings
Operations
Business model
Revalidate strategic
objectives with VMV
Establish timetable for
accomplishing
strategic objectives
Establish goals for strategic
objectives
STRATEGIC
OBJECTIVES
AND GOALS
AP
no
yes
no
yes

3. Start
ACTION PLANS DEVELOPMENT ACTION PLANS REFINEMENT ACTION PLANS DEPLOYMENT
Review strategic
objectives
Resources adequate
to accomplish strategy
objectives?
end
SO
Determine impact on
people, capability
and capacity
STRATEGIC
OBJECTIVES
Workforce
resources
Ensure available to
support while
meeting current obligation
Financial and other
resources
Integrate resources
allocation plan
KPIs effective
In tracking
achievements?
Develop action plans
and assess risks
Incorporate in
action plans
Determine key
performance measures
and indicators
PPM
yes
no
yes
Areté Partners Process
Action Plan Development & Deployment
STRATEGY DEVELOPMENT
STRATEGIC OBJECTIVES
ACTION PLAN DEVELOPMENT & DEPLOYMENT
PERFORMANCE PROJECTION
KNOWLEDGE
SOURCES
AND INPUTS/
OUTPUTS
Performance
Excellence
Criteria
Specific
Operations/process
resources
Determine key processes/
operations support
required
Identify key human
resources needed to
accomplish objectives
Action plans
risk profile
Key planned changes in
products, customers,
and markets, if any
Define
KEY ACTION PLANS
Finalize KEY ACTION
PLAN and supports
Workforce
Plan
Financial
Plan
Operations/ Key
Processes Plan
Public Responsibility
Plan
Categorize action plans
Short-term action plans
Longer-term action plans
no
Identify key
deployment areas
Deploy to
workforce
Deploy to key
suppliers/ partners
Establish
deployment plans
Circumstances require
major shifts In plan?
All stakeholders
covered?
Monitor KEY ACTION
PLAN outcomes
Aligned with
organizational needs
and sustainable?
Formulate and rapid
execution of new plan
no
no
no
yes
yes
yes
Approved?
Present for
approval
no
yes

4. Start
PERFORMANCE PROJECTION AND COMPARISON PROCESS EVALUATION & IMPROVEMENT
Areté Partners Process
Performance Projection
STRATEGY DEVELOPMENT
STRATEGIC OBJECTIVES
ACTION PLAN DEVELOPMENT & DEPLOYMENT
PERFORMANCE PROJECTION
Select projection
methodology
KNOWLEDGE
SOURCES
AND INPUTS/
OUTPUTS
Performance
Excellence
Criteria
Specific
end
AP
Implement
performance projection
Scenario, regression
and trend analysis,
modeling and
simulation
Short-term performance projections
Longer-term performance projections
Past performance
Compare projections
with past performance
Strategic goals
Key Benchmarks
Compare projections
with strategic goals
Compare projections
with key Benchmarks
Evaluate
comparisions
Competitor’s
performance
Compare projections
with competitor’s
Compare projections
with comparable
organization’s
Comparable
Organization’s
performance
Gaps in current or
projected performances?
Develop and implement
action plans to address
gaps in comparisons
Measure satisfaction of
Strategic Planning Process
users/stakeholders
Measure effectiveness of
Strategic Planning Process
Process effective,
satisfied needs, and
best practice?
yes
no
Design, develop, and deliver
improved Strategic Planning
Process
Review and share
documented lessons learned
Assign and execute process
responsibility, report progress