Strategic Planning Process and Alternative Models
ABSTRACT
This paper looks at the motive behind strategic planning. The various strategic planning models are illustrated in a concise but well elaborated manner. As a means of analysis and evaluation the strategic planning model is criticised constructively. Alternative approaches to strategic planning are discussed to the extent of assessing if only one approach is suitable and applicable in all situations or there is need for a specific approach for a specific situation or a mix of the approaches in some instances.
Keywords: Strategy, Strategic analysis, Strategic choice, Strategy implementation, Strategic planning, Vision, Mission, Values.
INTRODUCTION
Many organizations spend most of their time reacting to unexpected changes instead of anticipating and preparing for them. This is called crisis management. Organizations caught off guard may spend a great deal of time and energy "playing catch up". They use up their energy coping with immediate problems, with little energy left to anticipate and prepare for the next challenges. This vicious cycle locks many organizations into a reactive posture. However, a sensible alternative is a well tested process called strategic planning which provides a viable alternative to crisis management (http://www.fpm.iastate.edu/worldclass Accessed 05.03.12). Strategic planning is a step by step process with definite objectives and end products that can be implemented and evaluated. Very simply, it is a process by which we look into the future, paint a picture of that future based on current trends, and influence the forces that will affect us. Research has revealed that those businesses that perform at the highest levels have some sort of formalized strategic plan in place and have implemented it well. On the other hand, those businesses that struggle have no plan in place and seem to flounder in their attempts to be successful. In order for a business to be successful,
This paper looks at the motive behind strategic planning. The various strategic planning models are illustrated in a concise but well elaborated manner. As a means of analysis and evaluation the strategic planning model is criticised constructively. Alternative approaches to strategic planning are discussed to the extent of assessing if only one approach is suitable and applicable in all situations or there is need for a specific approach for a specific situation or a mix of the approaches in some instances.
Keywords: Strategy, Strategic analysis, Strategic choice, Strategy implementation, Strategic planning, Vision, Mission, Values.
INTRODUCTION
Many organizations spend most of their time reacting to unexpected changes instead of anticipating and preparing for them. This is called crisis management. Organizations caught off guard may spend a great deal of time and energy "playing catch up". They use up their energy coping with immediate problems, with little energy left to anticipate and prepare for the next challenges. This vicious cycle locks many organizations into a reactive posture. However, a sensible alternative is a well tested process called strategic planning which provides a viable alternative to crisis management (http://www.fpm.iastate.edu/worldclass Accessed 05.03.12). Strategic planning is a step by step process with definite objectives and end products that can be implemented and evaluated. Very simply, it is a process by which we look into the future, paint a picture of that future based on current trends, and influence the forces that will affect us. Research has revealed that those businesses that perform at the highest levels have some sort of formalized strategic plan in place and have implemented it well. On the other hand, those businesses that struggle have no plan in place and seem to flounder in their attempts to be successful. In order for a business to be successful,
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