Questions related to Strategic Planning
How do we develop a comprehensive strategy for the state that employs strategic planning tools and future studies techniques such as matching, relationship trees, and time series?
SWOT analysis, PESTEL analysis and IG ANSOFF matrix strategic planning for how reinsurance company can venture into business opportunities in Democratic Republic of Congo capitalising in the mining industry
For a couple of decades, my colleagues and I have helped companies craft 15-30 year strategic plans. Now that some are bearing fruit, we are wondering what the empirical research shows.
Of course, I've read the original paper (Linking the, People with the Strategic Needs of the Business) . Is there any paper which explain the content and application of that model better? Most papers by Schuler, R. S., are about stakeholders framework. One of his paper (1989) is about the relationship between HR and the life cycle. I've read all of them. but how about 5_Ps model?
The public administration is the real institution to provide service to the country's population, but planners face difficulty in analyzing the internal and external environment to identify opportunities, threats, strengths and weaknesses, to build a strategic plan that can meet the needs of the people.
So, how can we analyze the internal and external environment of the public administration institution in the country from your point of view?
How do we measure the effectiveness of strategic planning in higher education?
and ,What is the difference between the effectiveness of strategic planning and the effectiveness of strategic planning practices?
The future of marketing development in social media
Marketing in social media is still a very developing field in the field of marketing techniques used on the Internet. On the one hand, some of the largest online technology companies have built their business concept on social media marketing or are entering this field.
On the other hand, there are startups of technology companies acquiring data from the Internet and processing information in Big Data database systems for the purpose of providing information services to other entities as support for strategic and operational management, including planning advertising campaigns.
Therefore, the question arises:
What tools for social media marketing will be developed in the future?
Please, answer, comments
I invite you to the discussion
What are some solution to compare different strategic planning models? Would it be reasonable to compare previous strategic planning models for a non profit organization like universities?
Compared to the Western World , COVID 19 has disrupted the African higher education institutions hugely. The transition from the face-to-face instructions to online learning or blended teaching has not been easy in Africa at all. African Universities needed highly trained manpower, uninterrupted Internet access, modern management systems, latest strategic plans, flexible curriculum, and quality assurance systems to grapple with the gruesome and unexpected effects of COVID -19. Fear has pervaded our campuses. In many African Universities, even the elderly Professors do not have access to vaccines yet. Should African higher education institutions re-design strategic plans in response to COVID 19?
- Business Critical failure indicators CFI
Multinational organizations as well as SME or any type of business organization for that matter share the same principle which is succeed. However success is not usually the end result due to XXX factors either internal or external or else, they all have left the business opportunity to other competitors or any other reason of such.
Below is a small list i picked from the net about these companies that really got my attention because they all shared greatness in their days and completely got cast away afterwards:
Therefore, i would kindly solicit the help of anyone who thinks he has a close as possible answer (CFI's) that he/she could foresee before the their business ends up in a failure, what could be the possible way, approach or strategy that might help, and how to separate the right CFI from the wrong one.
Thank you in advance for your answers.
Is the role of strategic management changing in the context of current economic processes and the development of new information technologies typical of the current fourth technological revolution, known as Industry 4.0?
Strategic management is an important area of management in the context of management of both individual enterprises (microeconomically) as well as domestic economic policy (macroeconomics).
In connection with the development of internationally operating corporations, strategic management acquires a new character, it becomes a part of the study of information and economic globalization processes.
In addition, strategic management can also change its charler in relation to processes such as prolonged business cycles, shortened life cycles of products, increased importance of information, technology, innovation, etc. as particularly important production factors in knowledge-based enterprises and economies in which an ever-increasing role of fully computerized advanced information processing technology, ie technologies typical of the current fourth technological revolution, known as Industry 4.0.
The current technological revolution, known as Industry 4.0, is determined by the development of the following technologies of advanced information processing: Big Data database technologies, cloud computing, machine learning, Internet of Things, artificial intelligence, Business Intelligence and other advanced data mining technologies.
Do you agree with my opinion on this matter?
In view of the above, I am asking you the following question:
Is the role of strategic management changing in the context of current economic processes?
I invite you to the discussion
Thank you very much
After some intensive literature review, I am proposing a "Strategic Renewal Model" to assist organizations to fill the performance gap between Strategic Planing and Strategic Execution. A key step is to identify the most important factors in Strategic Planning and Strategic Execution. I have created a questionnaire to define those factors. As you have a wealth of Strategic Planning and Strategic Execution experience with your own and many other organizations you work with, or the literature your read, would you please:
- Take a look at the questionnaire and let me know if those factors listed are sufficient to address strategic planning and execution? Are there any factors that I should take out, or add?
- Would you please grant me a half an hour telephone interview based on the questionnaire after I finalize it and get it approved in a few weeks?
One of my master’s students writes in the variable of strategic planning for human resources and we are in the process of measuring and need an approved scale to design the questionnaire for the study ... Note that the title of the study is “The effect of strategic planning of human resources in the proactive work behavior " .
I came across a master thesis which presents a scenario about the future of nursery in a particular sanitary region. In the methodological section the author states that he provided the experts gathered in the brainstorming exercise with the driving forces and the respective uncertainties so that they can pick the critical ones, in order to build the scenario. Is that a good procedure? Actually this is the first time I came across with this. I think brainstorming meant o provide the driving forces. Am I wright?
A well-crafted strategic plan of an organization shows the destination where it wants to find itself sometime in the foreseeable future. Without having such a plan, normally an organization is believed to move nowhere, virtually resembles to a ship that sails without a captain. Understanding these, many organizations develop strategic plans YET lots of limitations in terms of measuring intended results, or in terms of stating strategic themes in measurable fashion. Efforts are seen in literature, for instance about 'objectives' in strategic plans should be SMART (Specific, Measurable, Attainable, Realistic and Time-bounded). For me, being SMART is necessary but not adequate; so for years (especially in my management lectures) I suggest objectives to be a kind of SMARTER (Specific, Measurable, Attainable, Realistic, Time-bounded, Extending (Evolving), and Rewarding). However, in my understanding, still the question of 'Strategic Measurement' is not satisfactorily answered. Any better approach, framework or tool other than Balanced Scorecard to deal with measurements in Strategic Management in the context of institutions?
Different transportation planners use different criteria to suggest or to propose a public bus route for one city.
There are different considerable factors to be used as a reference to propose such projects such as Traffic volume, future population dynamics, decision-maker's point of view, land use characteristics and other demographic characteristics may be used as a reference to propose a public bus route system for one Metropolitan city.
And, To consider the whole things in one case, it needs special, long preliminary investigations and careful attention.
I know that there are a bunch of planning concepts from different literature, But, i need a clear image on what were the necessary and obligatory planning criteria that must be considered in proposing public bus routes for one developing countries?
Any help is appreciated. It is open for learning-teaching discussion.
The importance of strategic planning stems from the scientific way of moving from the stage of traditional systems to the stage of technical progress, keeping pace with advanced societies. Strategic planning is one of the most effective and useful administrative processes because it has a positive effect on the desired results. As well as it is a key element of the management of the institution at the present time and the stage of thinking that precedes the implementation of any work because planning a series of decisions related to the future to achieve the goals set.
How do Business Intelligence (BI) and Big Data (Business) Analytics (BDA) contribute towards designing Strategic Performance Management Framework?
Kindly share your comments, thinking and any relevant research on it. Thanks in advance.
# Tuberculosis continues to be the major health concern for India and has the high burden status in the world.
#India is committed to stop TB under its National Strategic Plan for TB Elimination by 2025.
Therefore, to achieve these objectives, one of the important contribution is from the scientific community to discover a potent vaccine and fast acting drugs to control the ongoing infections. But still nothing substantial research has come out in the form of the final products.
I think T cell based vaccine has the potential to induce a robust immune response and therefore we need to concentrate on antigens which can activate T cells with a highest population coverage.
What are the different strategies we can adopt to achieve complete eradication of tuberculosis?
Which factors affect integrated internal marketing mix? (These items or else. Please confirm the accuracy.)
-Training & Development
-Top Management Participation/Support
Are there any researches done on Application of Balance Score Card at Foundry Manufacturing Companies?
I think the strategy as: an adjective, which calls on every concept to have an action, which the actor believes is comprehensive and has a great impact.Since there is no concept of a strategy that is not related to action, for example in military aspects, the plan or a ploy was called a strategy, metaphor. But what is meant is a strategic plan, a strategic a ploy . The strategic plan in organizations is only a set of strategic actions on paper. The act is not called "strategic action" unless it is characterized by a holistic nature and a profound effect. Also does not enter the longest or shortest of time in determining the type of act, strategically or not.
I am introducing a new theory of strategic management that goes beyond traditional strategic planning based on extrapolating the future and employing these events in managing current events faced by organizations, Under the name (future-based management).
Does building the new theory need sources?
Currently, I am working on designing a summer school program for the university in Germany. We have decided to implement the pilot program & evaluate the results based on its success before implementing the actual summer school program.
Which strategic methods or educational tools would be helpful to evaluate the entire summer school pilot program?
What types of knowledge, skills, attitudes and links must have the members of these teams, at the individual and team level? Which ones do you think are critical for success? Why do you think they are key success factors? Can you tell a story that you witnessed that provides evidence for the need of a success factor you mentioned?
I'm looking for fellow researchers (2-3 in number) to collaborate in executing a research project in the Kingdom of Saudi Arabia (KSA). The project is in the field of strategic planning for health.
So please contact me if interested.
Note: Residing in the KSA is a favor.
Do you have any experiences or case studies to make plan for residential local areas. Do you have any practices to develop residential local areas as commercial developed area. do you have any strategies to develop these kind of cities as commercial cities. most of the people are working out side of the city. therefore, most of the people are going out side daily. Therefore, day time population is low in the city. can we develop these cities as night functioning cities. add your valuable ides. i am waiting for you ideas.
I am hoping to do some research on strategic management and public governance in Saudi Arabia and I am have little success in finding previous empirical studies of Saudi Arabia's public sector strategic planning.
My preference is for articles written in English.
Dear colleagues, I would like to ask a question about process of strategic planning.
How strategic planning process in public companies can differs from private (proprietary) companies?
- main differences;
- main references and articles;
I want to establish the relationship between the accident rate m such features as gross domestic product, the auto industry, the number of inhabitants, the density of the road network, etc.
I would like to know more about how strategic and operational planning are integrated in an event context. More specifically, I need academic proof that shows clearly where the strategic planning ends and where the operation planning starts and how these two concepts are related to each other?
I am doing a literature review for a study of the use of the 5 year planning system by China's national government. I would like to understand (1) the extent to which it is a strategic planning/management system, (2) the formulation of national strategy/strategies, (3) the mechanisms used to execute 5 year plans, and (4) the effectiveness/success of execution.
Dear Prof. Dr. Mohamed,
You always have a new interesting issues in the electricity. do this project will include the electric vehicles or not? I think, they will change also the strategic plan for the energy sectors.
The identification of the occurrence of synergistic effects in the cooperative environment indicates that a synergistic effect may also be found in unsuccessful cooperative links. The cooperative connections are managed strategically but in a wrong way.
What are the main areas of failure?
- Identification of the current state of the cooperative environment
- Strategic planning of common goals
- Updating strategic moves
- Common setting of terms and cooperation rules
- Cooperative interactions
- Mutual communication
- Appropriate combination of resources
- Human capital
- Evaluation of progress and results of cooperation
I have been selected for the Quality Commission of my university, and we will start preparing internal evaluation report soon. However, a revision will be necessary about the strategic plan of the university and the KPIs for monitoring internal quality (education, research and administrative quality). I recently read a paper and there was an interesting example about determining stragey based on KPIs rather than vice a versa. This actually made sense since main KPIs are already fixed/widely used on national/international levels (like qualification frameworks, and policies of central higher education commissions), and many HEIs do not have the autonomy or the power to change these expectations. So here is the question: Is it better to determine strategy based on pre-established KPIs when compared to determining KPIs based on strategy?
In project management, strategic planning is essential to ensure the success of a project. How does strategic planning improves the productivity, cost and time? What are the basic steps or outline of strategic planning?
Although waste management in the European Union (EU) has improved considerably in the past decades, almost a third of municipal waste is still landfilled and less than half is recycled or composted, with wide variations between Member States. The European Union has proposed a number of long-term targets for landfilling and recycling, as part of the new Circular Economy. By 2030, no more than 10% of municipal waste should go to landfill in the EU. In addition to this binding target, the new laws would include a total ban on the landfilling of waste which has already been separated and sorted for recycling. The recycling and re-use of municipal waste must reach 65% in Europe by 2030, with a target of 75% set for the recycling of packaging waste. Specific targets for resource efficiency, plastics and food waste were left out, however the EU reiterated its pledge to meet the global Sustainable Development Goal of halving food waste by 2030. The targets require a large shift in EU waste management, where currently only around 40% of municipal waste is recycled, and 30% landfilled. A number of supporting measures were therefore announced, to advance the circular economy in each step of the value chain - from production to consumption, repair and remanufacturing, waste management, and secondary raw materials that are fed back into the economy.
We started a new project to analyze supply chain resilience in New Zealand. The plan is using bottom-up collected quantitative and qualitative data as an addition to the already established statistical database, and use these for developing the network and input-output models. We want to model the ripple of effect of different events and explore the potential impacts improving the bouncing back capabilities. Do you have any similar experience in any parts of the above? I would like to talk about your experience and understand what kind of difficulties we have to face off.
In the recent years, during cross-fertilization of ideas in conferences many scholars do criticize research methodologies of their contemporaries claiming that if the methodology is wrong the credibility of findings might be questionable. Thus, questionable findings often lead to erroneous recommendations which is synonymous to a wrong drug prescription from a quack medical doctor. By my observations,the shortest distance to wrong methodology usage in the research conduct and practices is failure to ask questions as regard to the suitable methodology. I am presently working on Institutional-based Strategic planning and i do not want to kill the system am trying to rescue with wrong recommendations. Kindly, help me at this juncture.
In the cause of my interactions with many Lecturers of tertiary institutions in Kano State. I discovered that only a few of them knows the meaning of Strategic planning let alone institutional-based strategic planning. By this, who are to respond to the questionnaires designed to collect data for analysis on the assessment of institutional based strategic planning of interest?
I am currently writing my masters thesis on a multi national corporation that went through a merger in 2011 and an acquisition in 2016. I wanted to use the path dependency theory, from the perspective of the employees in a subsidiary company, as my theoretical framework by presenting the Merger in 2011 as the starting point, the changes that were made afterwards as actions triggering subsequent more narrow choice of actions until it was reached to a point of lock in. At the end, I want to examine how this lock in affected retention rates of employees during the following acquisition in 2016. The set of actions that I wanted to include, which led to this lock in, are for example further specialization of the subsidiary company, removal of employee training programs, introduction of inefficient practices and activities, etc. Furthermore, I want to see how this lock in affected the employees' commitment to the company, for example - the further specialization of the subsidiary company in specific functions is limiting the career prospects for employees, which reduces the commitment. And as a final to see how this path dependency which has been created after the first merger, affected the employee retention rates during the following acquisition. I am not sure however, whether this is doable and whether I am able to use the path dependency theory in such a way.
My question is: Is such a project feasible? If not, in what way can I use the path dependency theory for the context of M&As?
Or what other theoretical frameworks can be used to study the experience of employees from M&As, and its effect on the success of subsequent M&As?
i know there is lots written about this but what i would like is an actual company that did this and explains in some detail what they did.
Our company is operating in Persian Gulf . In order to support its platforms and oil terminals has chartered several marine vessels ( e.g. Supply , AHTS , ASD Tugs , crew boat and Etc.. ) on time charter contracts . We are working to find a policy , method , to make best use of them , so that operational cost be reduced , either reducing number of vessels or modifying charter contract term. It would be appreciated if you share your knowledge with me.
I am studying strategic management process and performance of 6 companies in two countries. Three companies in country A and three companies in country B. I want to know if it necessary or compulsory to control for age, firm size and location
I wonder if EAP might be supported by Causal Mapping (see attached) it seems to work very well for strategic planning and student learning. The very functional relationships are also effective to identifying reporting and productivity levels.
knowledge risk management (Knowledge Continuity Risk,Knowledge Acquisition Risk, Knowledge Outsourcing Risk , Knowledge Articulation Risk)
strategic direction (vision, mission, goals, value)
I am preparing a short article to explain the potential of entotechnologies to treat organic waste in the province of Québec, Canada. I have good documentation of environmental benefits, nutritional value of animal feed, legislation and policy issues, types of waste and volumes, as well as consumer perception (from a 700 respondents survey). I will also use early life cycle analysis results from North America and Europe. I would like to introduce production details to facilitate comparisons with composting or biomethanisation projects which are common in my province. I'd like to share ideas on production costs, operational process, scalability challenges, odour management, etc, to facilitate the understanding of waste management engineers and municipal authorities. As entotechnologies are emerging in different parts of the world, I'd like to provide useful and representative values to get the attention of waste management operators and governmental agencies involved in strategic planning.
I hope to find good statistical studies about the using of Balanced scorecard in different countries, sectors, Reasons for using the BSC, etc. especially public sectors from its emerging to up till now.
Or guide me to the organisation which is responsible for preparing this studies periodically and has a regular statistics.
Why should organizations invest in strategic planning? How do such planning activities positively impact operational performance?
The Brazilian Constitution establish a legal obligation to federal government to have a medium term strategic plan, the pluriannual plan. I wonder if there is any other country with similar obligation.
I am learning about simple temporal plan with uncertainty recently, but I found few information about how the full temporal network with uncertainty comes into being from an empty plan initially. Could you help me for this?
Nowadays, managing assets effectively is key to the competitiveness of the process industry and owners should regularly address the issue of when to abandon or even replace an asset. Unfortunately, defining and calculating economic life is not always straight forward due to a lack of adequate methods.Suggest any method other than techniques of capital budgeting.
I am building up the database for one of my research projects wherein I need to look at the internationalization path of the companies from the time of first foreign market entry till the current year, particularly looking at the mode of entry, time gap between subsequent entries and foreign markets covered over the period of time.
I need help on the following query- In the year 2000, a company makes its first foreign market entry in US via setting up a Wholly owned subsidiary (WOS). This transaction of setting up WOS in US is recorded in my datasheet as the company's first venture into foreign market. Now subsequently in the year 2003, the same company wins the contract in the US market. This contract may be executed by the headquarters (or the parent company) based in India or the WOS in US.
So I want to know whether this subsequent stint in US as winning of contract should be recorded as subsequent internationalization? Would the answer be different in the following two cases-
1. The execution of contract is overseen by the parent company in home market (India in my case).
2. The contract is being executed by the WOS established in US in the year 2000.
I am working on comparative decision making modelling and one of the tools to compare results of MCDM solutions is rank reversal concept. I need good articles or book on this issue to read and realize better? Any help will be appreciated.
Strategic planning and strategic intent are two methods of business strategies. The American's prefer to use strategic planning in their corporations, unlike the Japanese who prefer to use strategic intent.
from the disadvantages associated with the strategic planning, I want to know the long time effect it will have on the profitability ratio of such companies?
I am trying to develop a risk-based strategic planning framework for infrastructure projects, in the electricity sector.
I formulated algorithms to value the options-embedded in mining projects. The rule is that the deferral options is activated if and only if the NPV (without options) is negative. I was informed that we can evaluate a mining project considering a deferral option and determine an optimum deferral option execution time using real option valuation, without any need for DCF valuation results. If it is the case, could you please explain me how? because I could not find in the literatures. So that I applied the Marketed Asset Disclaimer (MAD) presented by Copland and Antikarov (2001).
Thank you very much.
After the failure and receiving the lacunas of central Planning 'Micro Planning' has been considered as a successful method of planning, for resource utilisation & for providing the benefits to the weaker sections of the society etc. But, still there are less examples are available when at National Level or as a part of National Planning this approach has been implemented , in other words it has been used in segments mainly.
So, I would like to know about it use as a Part of National level & at a large level.
I would like to know what experiential team-based exercises are recommended for teaching strategic management in Msc classes. For example, to introduce vision, mission, strategy, values, policies, etc.