Strategic Planning

2019 ◽  
pp. 127-170
Author(s):  
Richard Whittington
Keyword(s):  
Strategic Planning ◽  
Scenario Analysis ◽  
Corporate Strategy ◽  
Initial Step ◽  
Portfolio Analysis ◽  
Institutional Work ◽  
Organizational Complexity ◽  
Long Range Planning ◽  
And Control ◽  
Rule Making

This chapter examines the development of strategic planning practices from around 1960. Strategic planning advanced on the prior practice of long-range planning by emphasizing choice, competition, and control. It also made an initial step towards more open forms of strategizing by widening the discourse of strategy among managerial elites. Strategic planning’s rise was supported by three exogenous forces: growing organizational complexity, a culture of rationality, and new analytical technologies. Nevertheless, strategic planning’s development still took two kinds of arduous and fallible institutional work: ‘rule-making’ and ‘resource-organizing’. Under the first, corporate strategists, such as Shell’s Pierre Wack, created and disseminated techniques, such as scenario analysis, while consultants, such as BCG and McKinsey, promoted portfolio analysis. Under the second, entrepreneurs, such as Bruce Henderson, had to create new consulting organizations, such as BCG, and corporate strategists, such as Jack McKitterick at General Electric, built the first corporate strategy units.

Strategic Management

2019 ◽  
pp. 171-214
Author(s):  
Richard Whittington
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Management Practices ◽  
Management Training ◽  
Institutional Work ◽  
Corporate Investments ◽  
Strategy Process ◽  
Managerial Culture ◽  
Consulting Firms ◽  
Rule Making

This chapter examines the development of strategic management practices from the late 1970s. Strategic management advanced on the prior practices of strategic planning by emphasizing change and implementation. It also opened up the strategy process by decentralizing responsibilities and including employees in implementation. Strategic management’s rise was supported by three exogenous forces: growing pressure on big organizations to change, a new managerial culture of responsibility and learning, and new communication and participation technologies. Nevertheless, strategic planning’s development still took two kinds of arduous and fallible institutional work: ‘rule-making’ and ‘resource-organizing’. Under the first, Shell for example developed a version of strategic management as involving managerial conversation and learning, while McKinsey promoted strategic management as involving decentralization. Under the second, new consulting firms such as Gemini were created and large corporate investments in management training were made, as at General Electric’s Crotonville facility.

PORTFOLIO ANALYSIS IN THE DEVELOPMENT OF CORPORATE STRATEGY

2021 ◽  
Vol 2 (10) ◽  
pp. 13-20
Author(s):  
Ekaterina A. Egorova ◽  
◽  
Polina V. Syrovatkina ◽  
Tatiana F. Chernova ◽  
Irina S. Brikoshina ◽  
...  
Keyword(s):  
Strategic Management ◽  
Corporate Strategy ◽  
Portfolio Analysis ◽  
Point Of View ◽  
Factors Affecting ◽  
Number Of Factors ◽  
Market Situation

This article reveals the specifics of developing a corporate strategy using portfolio analysis, taking into account the current market situation, which has created a number of factors affecting labor produc-tivity, internal and external policies of organizations, using the example of the work of the "Vishnevii sad" theater. The information about portfolio analysis in the development of corporate strategy is presented from the point of view of strategic management. Both theoretical and practical data are given, including different ways of constructing portfolio analysis, rules and methods that can be implemented. Proposals for modifica-tion and improvement of internal processes taking into account the influence of extraneous factors, possible goals and results are presented.

scholarly journals Strategic Planning in the Student Assistance Public Policy: A Scenario Analysis at the Federal University of Alagoas (UFAL) as Support for the Implementation of the National Plan for Student Assistance (PNAES)

2019 ◽  
Vol 18 (4) ◽  
pp. 651-664
Author(s):  
Gilmar Sarmento Da Silva Junior ◽  
Paulo Da Cruz Freire Dos Santos
Keyword(s):  
Strategic Planning ◽  
Scenario Analysis ◽  
Organizational Capacity ◽  
Management Tools ◽  
Cross Sectional ◽  
Socioeconomic Vulnerability ◽  
Problem Situations ◽  
Analysis Tools ◽  
Swot Matrix ◽  
Student Assistance

Objective: The present study had the purpose of analyzing variables that directly influence the strategic planning of the Pro-Rectory Student (PROEST) of the Federal University of Alagoas (UFAL) using scenario building management tools.  Methodology: The research is exploratory and applied with the use of survey, documentary, bibliographic, questionnaires and interviews with the civil servants, managers and students in a quali-quanti cross-sectional analysis with scenario focusing on the scenario from the SWOT matrix and survey of priority actions from the perspective of the target audience  Originality: The application of scenario analysis tools, using the SWOT matrix as a guide and delimiter of the planning of actions to be developed by the UFAL, enables a new perception of the academic unit in relation to problem situations and management focus.Main results: Students in a situation of socioeconomic vulnerability glimpse a greater amount of actions aimed at direct transfer of resources, which is justified due to the difficulties faced daily by these students who use these resources to maintain their activities at the University and in self and family support; on the other hand, the SWOT matrix presents a scenario of offensive weakness where the unit does not have internal organizational capacity related to the totality of PNAES actions.  Theoretical Contributions: The adoption of scenario analysis tools enables the integrationbetween planning and operation of the strategic process in the construction of multiannual planning with the use of configurations and awareness of characteristics for effective deliberation, including the best paths after organizational diagnosis analysis.

Evidence-Based Design for Workplace Violence Prevention in Emergency Departments Utilizing CPTED and Space Syntax Analyses

2021 ◽  
pp. 193758672110429
Author(s):  
Nada El-Hadedy ◽  
Momen El-Husseiny
Keyword(s):  
Workplace Violence ◽  
Emergency Departments ◽  
Space Syntax ◽  
Environmental Design ◽  
Initial Step ◽  
Situational Factors ◽  
Working Environment ◽  
Empirical Level ◽  
Spatial Attributes ◽  
And Control

Background: Workplace violence (WPV) is a prevalent phenomenon in Egyptian emergency departments (EDs), an issue that threatens an already scarce resource of healthcare workers. Furthermore, changes and modifications are continuously taking place in hospitals, with no consideration to the important role those changes might play in reducing or encouraging WPV behaviors. Objective: This research serves as an initial step in offering answers on how the environmental design of an ED can be modified and manipulated to prevent and control WPV. Accordingly, the objective of this research is to identify the environmental features that potentially influence WPV in the ED. This could provide healthcare designers with the necessary tools to forecast the location of WPV and define the measures needed for a safer working environment. Method: The study comprised a hybrid method approach that evaluates the implementation of crime prevention through environmental design (CPTED) through field observation and combined with space syntax analyses (SSAs) of the spatial attributes. Results: The results showed a positive relationship between the spatial properties (high integration and connectivity values) and WPV locations. The results also demonstrated that situational factors as natural surveillance played an important role in displacing the WPV locations. Conclusions: The contribution of this research lies in elaborating the SSA and CPTED from a conceptual to an empirical level. Combining those tools will help identify the location of WPV in the ED and hence facilitates successful future environmental intervention strategies.

Corporate Strategy from the Bottom

2014 ◽  
pp. 200-217
Author(s):  
Luca Romano
Keyword(s):  
Strategic Planning ◽  
Portfolio Management ◽  
Management System ◽  
Corporate Strategy ◽  
Planning Process ◽  
Strategic Thinking ◽  
Project Portfolio ◽  
Project Portfolio Management ◽  
Strategic Direction ◽  
A Company

This chapter demonstrates that the connection between strategy and actions is key for a company to gain a conscious strategic advantage from what done in day-to-day activities. This connection is not always clear and often the officially stated strategy is far from the strategic direction showed from an analysis of the portfolio of initiatives undertaken by a company. Project Portfolio Management (PPM) methodology can help in assessing and improve this connection, as to start a PPM this connection must be clarified. This chapter aims to verify 2 hypotheses. The first is that it is possible to implement a Project Portfolio Management system in a company without a strategic planning process in place. The second is that the implementation of a Project Portfolio Management system helps companies to grow their strategic thinking and can be a first step in strategic planning.

Online Social and Business Networks’ Implications for Corporate Strategy

2012 ◽  
pp. 619-644
Author(s):  
José António Porfírio ◽  
João Correia Dos Santos
Keyword(s):  
Corporate Strategy ◽  
Business Networks ◽  
And Control ◽  
The Way

In this chapter we will raise the main challenges deriving from the increased use of online social and business networks and their impact on the way businesses are being done today. We believe that social and business networks are at the basis of a future revolution on management fundamentals, and we will emphasize in particular those concerned with strategy’s conception, implementation, and control.

Open Strategy

2019 ◽  
pp. 215-253
Author(s):  
Richard Whittington
Keyword(s):  
New Technologies ◽  
Institutional Work ◽  
Business Network ◽  
Global Business ◽  
Organizational Boundaries ◽  
Strategy Process ◽  
Consulting Firms ◽  
External Stakeholders ◽  
Rule Making ◽  
Open Strategy

This chapter examines the development of open strategy practices from the late 1990s. Open strategy involves greater transparency about strategy to internal and external audiences, and greater inclusion for internal and external stakeholders. The contemporary rise of open strategy is supported by three exogenous forces: the dissolving of organizational boundaries internally and externally, a newly democratic working culture, and new technologies, especially social media. Nevertheless, open strategy’s development still involves two kinds of arduous and fallible institutional work: ‘rule-making’ and ‘resource-organizing’. As examples of the first, Gary Hamel’s Strategos Consulting promoted new kinds of democratic strategy norms, while corporates such as IBM developed internal openness through its jams. Under the second, new consulting firms were created such as Global Business Network, while established corporations such as Barclays Bank, Nokia, and Shell had to organize new kinds of participative strategy process.

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