Strategic Planning and Thinking

• Strategy


  The overarching framework that outlines an organization's long-term goals and objectives and the approach to achieving them. It is about determining the "what" and "why" of organizational actions.
• Strategos


  A Greek word which means "general"
• Strategy


  An act, device or plan used to achieve victory
• Plan


  A detailed set of actions designed to accomplish specific objectives within the framework of a strategy. It outlines the steps, resources, timelines, and responsibilities required to achieve desired outcomes. This addresses the "how" of executing strategies.
• Plan


  A method for doing something or achieving an end
• Strategic Planning


  A systematic process of formulating, implementing, and evaluating strategies to achieve organizational objectives or it is a process of envisioning a desired future, establishing goals and objectives and specific course of actions to achieve them.
• Strategic Planning


  A process of determining what the organization intends to be in the future and how it will get there.
• Strategic Planning


  The process needed to design and implement strategic thinking (analysis)
• Strategic Planning


  Answers "how" and "when"
• Strategic Thinking


  A mindset or cognitive approach characterized by a focus on the big picture, synthesis of information, and envisioning future possibilities. It involves understanding complex relationships, recognizing patterns, and generating insights to guide decision-making. It addresses the "why" and "where" of organizational actions.
• Strategy, plan, strategic planning, and strategic thinking are interrelated concepts that are essential for effective organizational management.
• Strategy provides the overarching direction, while plans offer detailed actions to achieve strategic objectives.
• Strategic planning ensures the alignment of resources with strategic goals, while strategic thinking fosters creativity and innovation in decision-making.
• Together, these elements form the foundation for organizational success in a dynamic and competitive environment.
• Short-term Plans


  Operate within a concise timeframe of up to one year, prioritize immediate actions and objectives, designed for swift implementation and tangible results within a shorter duration
• Short-term Plans


  • 1-3 years time frame
  • Address the organization's immediate business needs and challenges while keeping sight of the long-term vision
  • Prepare businesses for the near future
  • Involve setting daily, monthly, and quarterly goals that create momentum for the organization and act as stepping stones toward longer-term goals
  • SMART goal setting is the recommended framework due to their matching nature
• Long-term Plans


  Cover a more extended period, usually beyond 10 years, involve careful planning and consistent effort over time to achieve significant results, focus on an organization's overall vision, mission, goals, and strategies
• Long-term Plans


  • Beyond 10 years time frame
  • Entail the vision, mission, goals, and strategies
  • Elaborate, tactical, and involves more steps to success
  • Successful organizations start this process with a crystal clear vision in mind
  • PESTEL and SWOT analysis are the recommended frameworks as these cover a broad range of aspects that fit the unpredictable future associated with long-term plans
• A strategic plan, when skillfully implemented through strategic thinking, determines the goals and direction that leaders and people at every level in the organization need in order to define their work, achieve results, and make the organization successful
• Importance of Strategic Thinking

  • Promotes proactivity, which encourages initiative and active improvement-seeking
  • Gives a clearer sense of direction and also motivates action towards opportunities for change and growth
  • Enhances the operational efficiency by identifying and capitalizing on the better organizational methods
  • Contributes to increased market share and profitability through futuristic vision building
  • Builds a firm business foundation by utilizing the benefits of strategic thinking
  • Efficient strategic thinkers capitalize on unfruitful opportunities and maintain a positive mindset that is focused on seeking solutions, rather than dwelling on problems or regrets
• Importance of Strategic Planning

  • Creates organizational focus: planning helps align the organization's efforts toward common goals, ensuring everyone is working towards the same objectives
  • Drives creativity and innovation: by encouraging forward-thinking and envisioning future possibilities, strategic planning enhances creative problem-solving, leading to competitive advantages
  • Increases productivity: clear strategic goals and plans provide a roadmap for teams, reducing ambiguity, improving workflow efficiency, and ultimately boosting productivity levels
  • Provides decision clarity: with a well-defined strategic plan in place, decision-making becomes more straightforward as it's guided by the extensive goals and objectives of the organization
  • Shapes allocation of resources: strategic planning helps identify priority areas and strategically allocate resources (financial, human, and technological) to achieve the desired outcomes
  • Guides operational planning: strategic plans serve as a foundation for operational planning by translating high-level objectives into doable tasks and initiatives at the operational level
  • Drives talent management: knowing the organization's long-term objectives enables effective talent acquisition, development, and retention strategies aligned with future needs and goals
  • Create the change agenda: strategic planning anticipates and prepares the organization for the possible changes in the internal and external environment, which improves adaptability and resilience in the face of evolving circumstances
• Benefits of Strategic Planning

  • Increased effectiveness: ensures that real public value is created by aligning strategies with organization's mission, values, and mandates. It also equips organizations with agility to respond effectively to rapidly changing circumstances, thus reinforcing their effectiveness in achieving their objectives
  • Increased efficiency: allows the organizations to maximize their output while minimizing costs, enhancing their overall efficiency and effectiveness
  • Improved understanding and better learning: fosters a culture of continuous learning within organizations, enabling them to continually reassess their strategies and adjust accordingly
  • Better decision making: encourages forward-thinking and consideration of future consequences, thus enabling organizations to make informed and effective decisions
  • Enhanced organizational capabilities: organizations can leverage diverse perspectives and skills to strengthen their capabilities by engaging stakeholders in the planning process and fostering collaboration. Thus, in turn, enables organizations to adapt to changing circumstances and seize emerging opportunities
  • Improved communication and public relations: by articulating the mission, vision, values, goals, and strategies clearly, organizations can engage stakeholders and build trust and credibility. Also, it helps organizations manage their reputation and establish a positive image, thus enhancing their relationship with their stakeholders
  • Increased political support: by demonstrating alignment with societal needs and advocating for relevant issues, organizations can build powerful and supportive coalitions, thereby strengthening their influence and impact in the political arena
• Rumlet's Kernel of Good Strategy

  • Diagnosis - defines or explains the nature of the challenge. A good diagnosis simplifies the often overwhelming complexity of reality by identifying certain aspects of the situation as critical
  • Guiding policy - this is an overall approach chosen to cope with or overcome the obstacles identified in the diagnosis
  • Coherent actions - these are steps that are coordinated with one another to work together to accomplish the guiding policy
• Four Major Hallmarks of Bad Strategy

  • Fluff - a form of gibberish masquerading as strategic concepts or arguments
  • Failure to face the challenge - bad strategy fails to recognize or define the challenge
  • Confusion of objectives with the strategy - bad strategies are just statements of desire rather than plans for overcoming obstacles
  • Wrong strategic objectives - strategic objectives are set by a leader as a means to an end. Strategic objectives are bad when they fail to address critical issues or are impracticable