A strategic planning framework for endowment management

1990 ◽  
Vol 15 (2) ◽  
pp. 53-60 ◽  
Author(s):  
Robert A. McLean
Keyword(s):  
Strategic Planning ◽  
Planning Framework ◽  
Endowment Management

Strategic planning in today's dynamic world

2005 ◽  
Vol 5 (2) ◽  
pp. 53-62
Author(s):  
Terrance M. Brueck
Keyword(s):  
Strategic Planning ◽  
Cause And Effect ◽  
Security Issues ◽  
Strategic Plans ◽  
Planning Framework ◽  
The Subject ◽  
New Framework

Utilities today must adapt quickly to complex changes in workforce, infrastructure, technology, and regulations, as well as outside factors of the economy, security issues, and societal trends. Linear, cause-and-effect strategic planning does not work well in today's world. Given these uncertainties, how can utilities develop meaningful and useful strategic plans? Faced with these challenges, a group of 18 leading international utilities, assisted through IWA, has developed new ways of strategic planning. This project, sponsored by AwwaRF and conducted by EMA, has created a dynamic and flexible strategic planning framework. A new framework, coupled with many of these utilities' experiences in strategic planning, is the subject of this paper.

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.

Regulatory strategic planning framework: fundamentals, unsolved problems and development directions

2019 ◽  
Author(s):  
Yu. V. Mishin ◽  
O. M. Pisareva ◽  
A. Yu. Mishin ◽  
V. A. Alekseev
Keyword(s):  
Strategic Planning ◽  
Planning Framework

FY2014-FY2016 Medium-Term Budget

Policy Papers ◽  
2013 ◽  
Vol 2013 (24) ◽  
Author(s):  
Keyword(s):  
Strategic Planning ◽  
Allocation Of Resources ◽  
Medium Term ◽  
Planning Framework ◽  
Budget Strategy ◽  
Available Resources

The proposed FY 14–16 Medium-Term Budget was formulated within the Fund’s strengthened strategic planning framework and seeks to align the allocation of resources to the delivery of institutional priorities. Despite the additional resources that have been provided to meet crisis demands, crisis related work and overall work pressures remain elevated. At the same time, available resources are not being fully utilized. Therefore, the budget strategy—instead of asking for further additional resources—is geared toward making more efficient use of existing resources to reduce work pressures and meet new demands.

Biotechnology, a strategic planning orphan: towards an effective strategy framework for biotechnology firms

2016 ◽  
Vol 22 (3) ◽  
Author(s):  
Peter L Molloy ◽  
Lester W Johnson
Keyword(s):  
Strategic Planning ◽  
Drug Development ◽  
Value Chain ◽  
Gap Analysis ◽  
Profit Maximization ◽  
Significant Extent ◽  
Biotechnology Firms ◽  
Traditional Markets ◽  
Planning Framework ◽  
New Strategy

Drug development biotechnology firms are most appropriately conceptualized as intermediaries in the pharmaceutical R&D value chain. Because they generally do not launch products themselves, generate significant revenues or compete in traditional markets, the established strategic planning frameworks and tools, such as SWOT, PESTLE and Gap analysis, have little utility. Porter’s Five Forces Model (FFM) is a strategic planning framework that is prominent in texts, but has not been applied to biotechnology firms to any significant extent. This study reports on its application in one drug development biotechnology firm and concludes that, like the other techniques, FFM also fails for biotechnology firms. This is because it is rooted in traditional, highly-competitive markets, where profit maximization is the goal, and not the world of the R&D intermediary, where value creation is the measure of success. Despite the misfit of the FFM for biotechnology firms, the notion that strategy can be derived by consideration of the forces that influence success may provide the basis for a new strategy framework relevant to the business of biotechnology.

Creating a Nursing Strategic Planning Framework Based on Evidence

2011 ◽  
Vol 46 (1) ◽  
pp. 11-25 ◽  
Author(s):  
Lorie K. Shoemaker ◽  
Brenda Fischer
Keyword(s):  
Strategic Planning ◽  
Planning Framework
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