ASHP strategic-planning activities for 1986–87: Environmental assessment and strategy development

1987 ◽  
Vol 44 (8) ◽  
pp. 1857-1868
Keyword(s):  
Strategic Planning ◽  
Environmental Assessment ◽  
Strategy Development

Emergent strategy development, abduction, and pragmatism: New lessons for corporations

2004 ◽  
Vol 23 (2) ◽  
pp. 79-91
Author(s):  
Adrian Carr ◽  
Rita Durant ◽  
Alexis Downs
Keyword(s):  
Strategic Planning ◽  
Strategy Development ◽  
Complex World ◽  
Communicative Interaction ◽  
Rational Planning ◽  
Top Managers ◽  
Emergent Strategy ◽  
Effective Development ◽  
Insight Into

This paper proceeds from the widespread assumption – apparently, a truism – that the longevity of corporations is very much beholden to the success in their processes of strategic planning and the manner in which they learn from, and adapt to, those processes. The predominant strategic paradigm used in corporations, that of the rational planning school, assumes that language is transparent and time is linear. Such assumptions don't hold up in a complex world. Emergent strategy [8,50,63] has the potential to address the current challenges of organizations by shifting the language and talk about strategizing. Rather than talk about the challenges faced by top managers [14,25], emergent strategizing, for example, talks of “communicative interaction” and “focusing attention on what [is] going on now” [64, p. 158]. Mintzberg's disdain for the divination techniques of the Delphi Oracle [51, p. 238] notwithstanding, we suggest that characteristics of the Delphic Oracle [52] mirror many of those of both emergence and strategy and, therefore, may offer insight into the effective development of emergent strategies at lower and middle levels of the organization. Our method for understanding emergence is abduction, as developed by Charles Franklin Peirce and the pragmatists. A playful reinterpretation of the Delphic Oracle can provide a way to imagine the roles of organizational actors in strategic emergence.

scholarly journals PRINCIPLES OF THE APPLICATION OF STRATEGIC PLANNING METHODS

2006 ◽  
Vol 7 (2) ◽  
pp. 37-43 ◽  
Author(s):  
Marek Lisiński ◽  
Mark Šaruckij
Keyword(s):  
Strategic Planning ◽  
Strategy Development ◽  
Minor Importance ◽  
Development Research ◽  
Planning Methods ◽  
Methodological Aspects ◽  
Theoretical Issues

Strategic planning methods form an extensively developed and interrelated group of dozens of methods used for organisation strategy development. Research has confirmed that only a small amount of firms use strategic planning methods in practice due to different reasons. The publications on strategic planning are devoted mostly to theoretical issues or empirical characteristics of chosen sub‐problems related to this concept of management. The methodological aspects, if at all, are taken into account as marginal or of minor importance. The purpose of this article is to present the principles of strategic planning methods classification and application. The methodology used in this research is based on the taxonomy methods and particularly Ward's method. A total amount of 28 different strategic planning methods were chosen and classified in our study.

Strategy Development for E-Banking

2010 ◽  
pp. 229-254
Author(s):  
Mahmood Shah ◽  
Steve Clarke
Keyword(s):  
Strategic Planning ◽  
Corporate Strategy ◽  
Strategy Development

This chapter focuses predominantly on the development of a toolset for e-banking strategic planning. But before moving on to this, the following section briefly outlines some of the relevant issues drawn from the domain of corporate strategy.

scholarly journals Classification of methods for implementing enterprise strategy

2020 ◽  
Vol 16 (5) ◽  
pp. 102-109
Author(s):  
A. R. Khachemizov ◽  
V. Z. Zarubin ◽  
A. K. Dorgushaova
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Management System ◽  
Planning Process ◽  
Educational Process ◽  
Strategy Development ◽  
Enterprise Management ◽  
Enterprise Strategy ◽  
Strategic Planning Process

Strategy development is one of the most important functions of enterprise management. In addition to a sound strategic plan for the successful development of an enterprise, an effective mechanism for its implementation is required. The set of actions to develop the strategy and its implementation create the prerequisites for the formation of a strategic management system. The purpose of the research is to develop and use a new approach to the classification of methods for implementing enterprise strategy, which is based on the principle of separation of methods in accordance with the tasks of strategic management. Functional approach has been used as a methodological basis of the research. It provides for the division of the strategic planning process into a number of aggregated functional tasks. Scientific publications and works of foreign and domestic scientists were used, devoted to the analysis of the formation of strategic prospects for the enterprise development. The eventual result of the research was a classification of strategic planning methods, where the main stages of the strategic planning process, the tasks of strategic choice and methods of their solution are put in logical correspondence. The main features of the classification of methods for developing and implementing a strategy are: scientific specificity or specialization; characteristics of expert information; stage of the strategy development process; the degree of determinism of the problem conditions. Theoretical significance of the research lies in the development of methodological foundations for the formation and functioning of the strategic management system of an industrial enterprise. The classification of methods of strategic planning proposed in the article in accordance with the functional characteristics of the stage of strategic planning is of practical importance. The results can be used in subdivisions of an enterprise management system that solve the problems of developing and implementing a strategy, as well as in the educational process when training bachelors in the areas of «Management» and «State and Municipal Management».

scholarly journals Rural economy of the northern region:specifics, directionsand mechanisms of development.

2021 ◽  
Vol 72 (2/2021) ◽  
pp. 46-56
Author(s):  
Valentin А. Ivanov ◽  
Keyword(s):  
Strategic Planning ◽  
Rural Areas ◽  
Rural Economy ◽  
Swot Analysis ◽  
Research Work ◽  
Komi Republic ◽  
Strategy Development ◽  
State Support ◽  
North East ◽  
Mechanisms Of Development

The article presents the results of the research to substantiate the directions and mechanisms of development of the rural economy of the Komi Republic. The theoretical and methodological basis of the study was the works of the scientists in the field of development of rural economy sectors. The methods used were analytical, statistical, logical, comparative, SWOT analysis, and expert assessments. When studying this topic, we used normative legal acts on rural development, datafrom territorial statistics. The paper considers the views of the scientists and economists on the content of the concept of rural economy, identifies the features and problems of its development. The predominance of small forms of management in the branches of the rural economy has been established, and the low profitability of the products produced has been revealed. The article shows a decrease in the role of the rural economy in the overall economic activity of the region. In order to expand the areas of activity in the rural areas, the diversification of production is proposed. Mechanisms and priority areas for improving state support for the development of the rural economy have been developed. To eliminate the currently prevailing tactical approach to solving the current problems of the rural economy, its strategic management is justified. As an effective mechanism for the development of rural economy sectors, it is proposed to use strategic planning and forecasting. The methodological foundations of the strategy development are substantiated. The formulated scientific and methodological provisions of strategic planning are the basis for the development of strategies for the development of agriculture in the Komi Republic and reindeer herding in the European North-East of Russia. The results of the study are used in the development of the Strategy of Socio-economic Development of the Republic of Komi for the period up to 2035, and can also become the basis for improving state support for rural economy sectors, for the preparation of strategies and programs for the sustainable development of its industries and spheres at regional and municipal levels. The use of the research results is possible in the further research work of the author, as well as in theeducational process.

IT Strategic Planning through CSF Approach in Modern Organizations

2017 ◽  
pp. 1-20 ◽  
Author(s):  
Neeta Baporikar
Keyword(s):  
Strategic Planning ◽  
Planning Process ◽  
Present Situation ◽  
Strategy Development ◽  
Success Factor ◽  
Influence Strategy ◽  
Critical Success ◽  
Planning Framework ◽  
Pros And Cons ◽  
It Strategic Planning

Although the purpose of strategic planning is straightforward - to outline where an organization wants to go and how it's going to get there - its nature is complex and dynamic. The, critical success factor (CSF) method, can augment strategic planning efforts by illuminating an organization's present situation and potential future. This chapter explores the value of enhancing typical strategic planning techniques with the CSF method and presents an integrated framework for helping modern organizations to understand the broad range of interrelated elements that influence strategy development for Information Technology (IT). The chapter synthesizes documented theory and research in strategic planning and CSFs. It also provides insights and lessons re the pros and cons of integrated strategic planning framework in the context of IT in modern organizations. Through in-depth literature review and contextual analysis, the chapter incorporates suggestions to modern organizations for IT Strategic Planning with CSF Approach for a holistic and effective strategic planning process.

IT Strategic Planning through CSF Approach in Modern Organizations

2020 ◽  
pp. 1329-1348
Author(s):  
Neeta Baporikar
Keyword(s):  
Strategic Planning ◽  
Planning Process ◽  
Present Situation ◽  
Strategy Development ◽  
Success Factor ◽  
Influence Strategy ◽  
Critical Success ◽  
Planning Framework ◽  
Pros And Cons ◽  
It Strategic Planning

Although the purpose of strategic planning is straightforward - to outline where an organization wants to go and how it's going to get there - its nature is complex and dynamic. The, critical success factor (CSF) method, can augment strategic planning efforts by illuminating an organization's present situation and potential future. This chapter explores the value of enhancing typical strategic planning techniques with the CSF method and presents an integrated framework for helping modern organizations to understand the broad range of interrelated elements that influence strategy development for Information Technology (IT). The chapter synthesizes documented theory and research in strategic planning and CSFs. It also provides insights and lessons re the pros and cons of integrated strategic planning framework in the context of IT in modern organizations. Through in-depth literature review and contextual analysis, the chapter incorporates suggestions to modern organizations for IT Strategic Planning with CSF Approach for a holistic and effective strategic planning process.

Study of Process Industries Strategic Environmental Assessment Matrix Model Methodology Based on the Decision-Making Integrated

2011 ◽  
Vol 383-390 ◽  
pp. 6443-6448
Author(s):  
Hong Wei Qian ◽  
Xiang Ju Yin
Keyword(s):  
Decision Making ◽  
Matrix Model ◽  
Environmental Assessment ◽  
System Integration ◽  
Policy Science ◽  
Strategic Environmental Assessment ◽  
Strategy Development ◽  
Process Industries ◽  
Study Results ◽  
The Matrix

Process industries strategic environmental assessment (PISEA) involves some industry, is an extremely complicated system, it is difficult or impossible to been full studied by a single approach, and must rely on a comprehensive, sound methodology. Base on the traditional method of environmental impact assessment, policy science assessment and system integration, combining with practical industry background, presenting an decision-making integration methodology. On this basis, constructing methodology of PISEA matrix model based on the integration of Decision-making. The study results show that the matrix methodology will integrate the processes of PISEA and strategy development, reflecting the guidance of PISEA methodology supporting decision-making.

Strategic budgeting instead of strategic planning

2014 ◽  
Vol 27 (2) ◽  
pp. 49-53 ◽  
Author(s):  
Terrance Luther Cottrell
Keyword(s):  
Strategic Planning ◽  
Design Methodology ◽  
Planning Process ◽  
Strategy Development ◽  
Content Type ◽  
Strategic Planning Process ◽  
Transitional Process ◽  
Library Staff

Purpose – This article aims to explain why sometimes separating strategic budgeting from strategic planning can be advantageous for library staff as a means of reshaping debate about operations. Strategic planning is a popular concern for library leaders of all types. Budgeting is commonly a component of the strategic planning process. Design/methodology/approach – When, why and how to begin strategic budgeting conversations are explained with detail given toward seven specific goals appropriate for budgeting discussions above and beyond common strategic operational matters related to services, collections and/or facilities. Findings – Consultant intervention, and restructuring periods, are clear times to introduce the concept of strategic budgeting to library staff. Fundamentally, however, immediate implementation of fiscal strategy development is recommended for a smooth and effective transitional process to take shape. Originality/value – Budgeting does not have to a piece of overall strategic planning. Depending on the need or the focus of the organization, forsaking strategic planning in favor of strategic budgeting can be a superior program for the advancement of library initiatives.

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