scholarly journals Infusing strategic planning with psychoanalytic insight: an exploratory case study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nathan Gerard ◽  
Seth Allcorn
Keyword(s):  
Strategic Planning ◽  
Planning Process ◽  
Single Case ◽  
Negative Influence ◽  
Employee Morale ◽  
Content Type ◽  
Strategic Planning Process ◽  
Exploratory Case Study ◽  
Psychoanalytic Approach

PurposeThis paper aims to demonstrate the value of combining the strategic planning process with psychoanalytically informed interpretation through an exploratory case study.Design/methodology/approachThe authors present their experiences and findings from a consulting engagement that began as a strategic planning assignment and soon evolved into an opportunity to explore unconscious forces inhibiting organizational change. The authors, trained in both areas, chose to infuse the two into a combined process that ultimately benefited the organization and suggested novel ways to think about the common process of strategic planning going forward.FindingsThe organization's strategic planning process was considerably enhanced, and its outcomes sustained, by illuminating the unconscious forces at work, particularly as they pertain to issues of power and authority in a male organizational culture found to have a profound negative influence upon the quality of the work environment and employee morale. Findings suggest that without a psychoanalytically informed approach, strategic planning would have failed to produce sustainable change.Research limitations/implicationsWhile the findings reported are from a single case study, the themes explored are likely shared across multiple organizations. There is, therefore, significant potential in combining strategic planning with a psychoanalytic approach to improve organizational effectiveness and employee morale.Originality/valueAlthough common in organizations, strategic planning is rarely augmented with psychoanalytic insights. This case study is the first of its kind to show how the two interventions may complement each other.

Factors affecting strategic plan implementation using interpretive structural modeling (ISM)

2018 ◽  
Vol 31 (5) ◽  
pp. 406-414 ◽  
Author(s):  
Mohammadkarim Bahadori ◽  
Ehsan Teymourzadeh ◽  
Hamidreza Tajik ◽  
Ramin Ravangard ◽  
Mehdi Raadabadi ◽  
...  
Keyword(s):  
Strategic Planning ◽  
Planning Process ◽  
Strategic Plan ◽  
Structural Modeling ◽  
Interpretive Structural Modeling ◽  
Plan Implementation ◽  
Content Type ◽  
Factors Affecting ◽  
Strategic Planning Process ◽  
The Relationship

PurposeStrategic planning is the best tool for managers seeking an informed presence and participation in the market without surrendering to changes. Strategic planning enables managers to achieve their organizational goals and objectives. Hospital goals, such as improving service quality and increasing patient satisfaction cannot be achieved if agreed strategies are not implemented. The purpose of this paper is to investigate the factors affecting strategic plan implementation in one teaching hospital using interpretive structural modeling (ISM).Design/methodology/approachThe authors used a descriptive study involving experts and senior managers; 16 were selected as the study sample using a purposive sampling method. Data were collected using a questionnaire designed and prepared based on previous studies. Data were analyzed using ISM.FindingsFive main factors affected strategic plan implementation. Although all five variables and factors are top level, “senior manager awareness and participation in the strategic planning process” and “creating and maintaining team participation in the strategic planning process” had maximum drive power. “Organizational structure effects on the strategic planning process” and “Organizational culture effects on the strategic planning process” had maximum dependence power.Practical implicationsIdentifying factors affecting strategic plan implementation is a basis for healthcare quality improvement by analyzing the relationship among factors and overcoming the barriers.Originality/valueThe authors used ISM to analyze the relationship between factors affecting strategic plan implementation.

Implementation of a strategic planning process oriented towards promoting business process management (BPM) at a clinical research centre (CRC)

2019 ◽  
Vol 25 (4) ◽  
pp. 707-737
Author(s):  
Victor Cattani Rentes ◽  
Silvia Inês Dallavalle de Pádua ◽  
Eduardo Barbosa Coelho ◽  
Monica Akissue de Camargo Teixeira Cintra ◽  
Gabriela Gimenez Faustino Ilana ◽  
...  
Keyword(s):  
Action Research ◽  
Strategic Planning ◽  
Clinical Research ◽  
Management Practices ◽  
Planning Process ◽  
Lessons Learned ◽  
Research Centre ◽  
Content Type ◽  
Strategic Planning Process ◽  
Process Oriented

Purpose This work explores the potential benefits of aligning the strategic planning process with a BPM program in a clinical research center (CRC). The purpose of this paper is to define a process for executing strategic planning oriented towards the promotion of a BPM program. Design/methodology/approach The method applied is action research. This allowed the solution of a practical problem and at the same time the proposition of a new approach to promote BPM in alignment with strategy, which was synthesized in the model presented. Findings The analysis and structuring of the strategic planning process, with the assessment of the as-is situation, were adequate as a preparation step for the first cycle of a BPM program in the CRC. Based on lessons learned along the research project, a model was proposed for the strategic planning process oriented towards promoting BPM. Research limitations/implications The model was conceived from a single application at a CRC, through a cycle of action research. This is one of the limitations of this work. The model was not yet sufficiently tested in other contexts. This represents opportunities for future research. Practical implications The evaluation step in the action research cycle revealed that the organization in focus was satisfied with the results. New management practices in the organizations in focus were implemented as a result of this work. Originality/value Process improvement initiatives are a novelty in the CRC context, and this work may serve as a reference for CRC managers seeking to improve overall performance. The proposed model in this work indicates that a BPM program should start with strategic planning. An initial assessment of the as-is situation of the organization in focus was performed based on the analysis of the undesirable effects in the organization’s management practices, using a technique of the Theory of Constraints. The use of this technique facilitated the identification of solutions to the root causes identified in the assessment. The level of the assessment was deeper in comparison to results obtained with traditional tools used in strategic planning processes. The assessment supports the definition of actions oriented to solving the majority of the management dysfunctions of the organization in focus.

scholarly journals Collaborative open strategic planning: a method and case study

2017 ◽  
Vol 30 (4) ◽  
pp. 832-852 ◽  
Author(s):  
Alireza Amrollahi ◽  
Bruce Rowlands
Keyword(s):  
Strategic Planning ◽  
Design Methodology ◽  
Planning Process ◽  
Formal Method ◽  
Review Of The Literature ◽  
Content Type ◽  
High Level ◽  
Open Strategy ◽  
Practical Implications

Purpose The purpose of this paper is to show how collaborative information technology (IT) tools and a crowdsourcing model can be leveraged for the purpose of strategic planning. To achieve this objective, a formal method of open strategic planning (OSP) is proposed. Design/methodology/approach Based on a review of the literature a set of activities, stakeholders, and governing rules are identified in the form of an OSP method. The proposed planning method is implemented in a case study of strategic planning in an Australian university. Observations by the research team, and archival records were used to ascertain the relevance of the used method. Findings A method for OSP is presented and assessed. The method contains four phases: pre-planning, idea submission, idea refinement, and plan development. These phases cover the activities required from conceptualization to preparing and publishing the strategic plan. The findings clarify how the principles of OSP helped the organization to include more stakeholders and provided the opportunity to make the planning process transparent through use of a collaborative IT tool. Practical implications The study provides managers and planning consultants with detailed guidelines to implement the concept of open strategy. Originality/value This study is among the few to propose a method for OSP based on empirical research. The study also shows how collaborative IT tools can be used for high-level organizational tasks such as strategic planning.

scholarly journals Developing an academic library assessment plan: a case study

2015 ◽  
Vol 16 (1) ◽  
pp. 48-61 ◽  
Author(s):  
Gregory Arnold Smith ◽  
Howard Dale Tryon ◽  
Lori Beth Snyder
Keyword(s):  
Planning Process ◽  
Single Case ◽  
Relevant Literature ◽  
Academic Library ◽  
Survey Analysis ◽  
Internal Factors ◽  
Content Type ◽  
Library Assessment ◽  
Culture Of Assessment

Purpose – The purpose of this paper is to analyze the process of developing an academic library assessment plan and its relation to the furtherance of a culture of assessment. Design/methodology/approach – Qualitative study of a university library’s assessment planning process; findings based on documentary evidence as well as an employee survey; analysis framed in relationship to relevant literature. Findings – Planning for the future of assessment offered the Jerry Falwell Library a significant opportunity for organizational change. Evaluations of the planning process were mixed, but generally revealed evidence of conditions associated with the development of a culture of assessment. Participants saw planning as the product of both external and internal factors. The plan’s orientation toward value and impact, though clearly understood, was not universally appreciated. Implementation of the plan remains a substantial challenge. Research limitations/implications – Reliability is subject to the limitations inherent to qualitative methods. Single case study design limits generalizability to different contexts. Practical implications – The goal of developing a culture of assessment is not to be achieved easily or quickly. Library employees may be most inclined to support an assessment agenda when it is driven by internal factors such as quality improvement and the pursuit of efficiency and effectiveness. Originality/value – The study emphasizes the process of developing an assessment plan at a university with a strong teaching mission. Additionally, it provides insight into the relationship between assessment planning and a culture of assessment.

scholarly journals Institutionalizing Transformative Learning: The Trees, then the Forest, then the Realization

2018 ◽  
Vol 29 (3) ◽  
Author(s):  
Ed Cunliff ◽  
Jeff King
Keyword(s):  
Strategic Planning ◽  
Transformative Learning ◽  
Planning Process ◽  
Authentic Self ◽  
Strategic Planning Process ◽  
Central Focus ◽  
Relevant Today ◽  
Learner Centered ◽  
The University

The Challenge Finding a sense of authentic self as an institution, a true sense of mission, and the means to live that mission were the central focus of a strategic planning process addressed by the University of Central Oklahoma about fifteen years ago. As the institution grew within a metropolitan-serving mission, the goal to transform students from adolescents to adults and find new potential in their lives led to an exciting journey that is still vibrant and relevant today. Potential Consequences The theoretical base provided within transformative learning has helped students, staff, and faculty align efforts. Description This case study provides replicable processes and specifics that may help others find a clearer path for fulfilling their mission. The study describes how the University of Central Oklahoma’s (UCO’s) transformative learning focus coalesced and became the point of distinction for a UCO education, helping to ensure that all activity supported our mission—helping students learn. Reflection The compelling, lived sense of mission developed from the initial strategic planning process has helped to strengthen the learner-centered culture of the campus while providing a structure that facilitates implementation and assessment.

scholarly journals A review of the strategic planning process in the Hong Kong Police Force

2020 ◽  
Vol 23 (3) ◽  
pp. 245-258
Author(s):  
Hoi-yan Cheung ◽  
Eddie Yu
Keyword(s):  
Hong Kong ◽  
Strategic Planning ◽  
Strategic Management ◽  
Police Officers ◽  
Planning Process ◽  
Police Force ◽  
Content Type ◽  
Theoretical Concepts ◽  
Strategic Planning Process ◽  
Planning Cycle

PurposeThe purpose of this paper is to review the strategic planning process of the Hong Kong Police Force (the Force) and its outcomes for the planning cycle of 2019-2021.Design/methodology/approachBased on an insider's perspective drawn from documentation, internal reports and field observation, this study is an analysis of the five-step strategic planning process of the Force as a case study over the two-year period by using the 3-H (Heart-Head-Hand) framework and futures studies.FindingsThis study demonstrates the Force's strategic management in practice. The 3-H framework and the Six Pillars Foresight Process are found to be useful tools in strategic planning. When the Heart, Head and Hand elements are developed and integrated as a mindset during the process, they help theorise the practice and experience of police officers towards a holistic and effective strategic management. Coupled with the foresight process, the Force will be more agile and outward focused in the Volatile, Uncertain, Complex and Ambiguous (VUCA) world.Originality/valueThis is the first study to apply the 3-H framework and futures thinking in analysing the process in a police organisation in Hong Kong. While strategic planning is an important process to set directions for an organisation to move forward, this study describes the process in terms of relevant practice and theoretical concepts. It is hoped that such experience can serve as reference for practitioners in other government departments and police organisations.

Strategic planning, strategy map and management control: a case study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hezun Li ◽  
Na An ◽  
Junyong Liu
Keyword(s):  
Strategic Planning ◽  
Planning Process ◽  
Management Control ◽  
Theory Approach ◽  
Strategic Choices ◽  
Content Type ◽  
Strategic Planning Process ◽  
Business Units ◽  
Strategy Map ◽  
Implementation Of The Strategy

Purpose This paper aims to explore the relationship between the components of the management control system (MCS) based on the reform process of the management system of China Resources Group and the influence of these components on the implementation effect of MCS. Design/methodology/approach This study uses an exploratory research method and an open-ended grounded theory approach to conduct six formal investigations and several in-depth interviews with employees and senior management in China Resources Group. This paper supplements these data by performing a documentary analysis of the internal documents of China Resources Group such as the statistical yearbook, business plan and meeting records. Findings This study puts forward four propositions. The formal strategic planning process creates an application environment for the strategy map and balanced scorecard (BSC), making it easier for an enterprise to adopt these tools. The combination of the strategy map and formal strategic planning helps to build the logical relationship between strategic goals and budget goals and strengthens the correlation between budget and strategy. In diversified organizations applying MCS, the strategy map and BSC facilitate the implementation of the strategy for specialized business units, while the financial measure system facilitates the implementation of the strategy for diversified business units. Strategic boundaries based on financial measures in the MCS help organizations determine the scope of strategic choices before implementing strategies. Research limitations/implications Because of the chosen research approach, the research results may lack generalizability and the influence of the strategic planning process on budget participation, budget slack and other budget behaviors has not been fully discussed. Therefore, future studies are expected to provide more evidence regarding strategic planning and budget behaviors. Practical implications Before establishing a strategy map and BSC, the enterprise should consider the application environment to ensure their feasibility and legitimacy and construct the BSC system under appropriate conditions. A formal strategic planning process should be formed within the enterprise; that is, a set of detailed management methods should be adopted and clear rules should be used to support the enterprise management control process. The enterprise should add strategic boundaries to the MCS to determine the scope of strategic choices and the budgeting bottom line. Originality/value This paper sheds light on the impact of the formal strategic planning process on the organization and contributes new evidence on the key success factors for implementing the strategy map and BSC, enriching the researchers’ understanding of the applicability of the BSC.

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.

scholarly journals The relation between the organizational culture and the process of strategic planning: a case study in a North American Company

2009 ◽  
Vol 8 (2) ◽  
pp. 58-79
Author(s):  
Mauricio Fernandes Pereira ◽  
Juliane Ines Di Francesco Kich
Keyword(s):  
Organizational Culture ◽  
Strategic Planning ◽  
Planning Process ◽  
Exploratory Research ◽  
Real Relationship ◽  
Strategic Planning Process ◽  
Ski Resort ◽  
Strategic Thought ◽  
Unites States

The present study intends to appraise how the real relationship between organizational culture and process of strategic planning is in practice. Therefore, besides the bibliographical exploratory research, an in loco case study with a ski-resort, in Unites States, was carried. It has been noticed that, for the company in question, it is important the alignment of the strategy with its culture, the definition and clear disclosure of its values, as well as its culture turned to the apprenticement. The strategic thought of its members were fundamental for the efficacy from its Strategic Planning. Moreover, it was estabilished that culture influences the strategic planning process. It also influences the culture. So, the strategic planning is used as a mean of disseminating the culture of the company and for its modification. 

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