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.

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 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 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 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.

Now is our time

1991 ◽  
Vol 75 (5) ◽  
pp. 677-684 ◽  
Author(s):  
David L. Kelly
Keyword(s):  
Strategic Planning ◽  
Planning Process ◽  
American Association ◽  
Presidential Address ◽  
Content Type ◽  
Strategic Planning Process ◽  
The Future ◽  
Fine Print

✓ The President of the American Association of Neurological Surgeons (AANS) in his presidential address discussed the challenges faced by neurosurgery today. He stressed three essentials to meeting the future: an effective and introspective organization; ample participation by the membership of the specialty; and a plan. He defined some of the problems before neurosurgery and the strategic planning process that has been undertaken during his presidency.

Developing leveraging strategies for pre-Games training for mega-events in non-host cities

2017 ◽  
Vol 35 (6) ◽  
pp. 740-755 ◽  
Author(s):  
Sheranne Fairley ◽  
Donna M. Kelly
Keyword(s):  
Strategic Planning ◽  
Local Community ◽  
Planning Process ◽  
Gold Coast ◽  
Content Type ◽  
Strategic Planning Process ◽  
Mega Events ◽  
Commonwealth Games ◽  
The City

Purpose The purpose of this paper is to explore how non-host cities strategically plan to leverage pre-Games training for the 2018 Gold Coast Commonwealth Games to maximize benefits to the city. Design/methodology/approach Eight semi-structured interviews were conducted with key tourism and government stakeholders involved in developing leveraging strategies for pre-Games training in a non-host city. Interviews were conducted a little over 18 months before the 2018 Gold Coast Commonwealth Games. Findings A model of the strategic planning of leveraging pre-Games training is presented. Pre-Games training was positioned as a leverageable resource. The non-host city was well positioned to host pre-Games training given its existing sport focus and facilities and its proximity to the host city and its similar climate. Opportunities, objectives, means, and considerations were constantly developed. The city strategically targeted teams to maximize the use of the training facilities and make the most of the value of well-known athletes, while being cautious of overcrowding. The teams had to be secured before strategies were devised to achieve other opportunities and objectives. Short-term benefits included generating tourism through visiting teams and entourages and integrating visiting teams into the local community through education and sport programming. Long-term benefits included building the destination’s capacity and reputation as a place for elite training camps and tourism. Practical implications Understanding how to develop strategies to leverage pre-Games training can inform those responsible for developing and implementing pre-Games training strategies and lead to maximizing the benefits to a city or region. Originality/value Limited research has examined the strategic planning process used to develop tactics to leverage mega-events. This study provides insight into the strategic planning process of non-host cities to increase short- and long-term benefits by leveraging pre-Games training.

Enhancing development and planning efforts: benefits of leveraging technology

2008 ◽  
Vol 9 (4) ◽  
pp. 185-189 ◽  
Author(s):  
Mike Schraeder ◽  
Tish Matuszek ◽  
Rodger Morrison ◽  
Dennis R. Self
Keyword(s):  
Information Technology ◽  
Strategic Planning ◽  
Design Methodology ◽  
Planning Process ◽  
The Internet ◽  
Content Type ◽  
Strategic Planning Process ◽  
Use Of Technology ◽  
Practical Implications ◽  
Insight Into

PurposeThe purpose of this article is to provide insight into how organizations and managers can use technology, including the internet, to enhance development and planning efforts.Design/methodology/approachSuggestions for leveraging technology are outlined using the traditional components of the planning process as a template. Specific recommendations are offered for integrating technology into each of the stages of the planning process (i.e. formulation, implementation and evaluation).FindingsA majority of business and technology executives agree that extensive use of information technology can enhance strategic planning, however, only about one‐third of surveyed CEOs actually champion the use of technology in strategic planning, with only 19 percent considering their organization's strategic planning process highly effective (PR Newswire). Yet, by leveraging technology more effectively during planning and development initiatives, companies are likely to improve their overall competitive position, enhance buy‐in, and reduce conflict.Practical implicationsWhile not scientific, guidance provided in this article should improve managers' and leaders' planning efforts.Originality/valueThe use of technology in development efforts and throughout the planning process should improve the efficacy of the concomitant plans developed by organizations.

Information systems strategy in SMEs: critical factors of strategic planning in logistics

Kybernetes ◽  
2019 ◽  
Vol 49 (4) ◽  
pp. 1197-1212 ◽  
Author(s):  
Fotis Kitsios ◽  
Maria Kamariotou ◽  
Michael A. Madas ◽  
Konstantinos Fouskas ◽  
Vicky Manthou
Keyword(s):  
Information Systems ◽  
Strategic Planning ◽  
Planning Process ◽  
It Strategy ◽  
Strategy Formulation ◽  
Content Type ◽  
Strategic Planning Process ◽  
Systems Planning ◽  
Important Challenge ◽  
Is Development

Purpose The purpose of this paper is to identify the factors that managers have to take into consideration when they implement the strategic information systems planning (SISP) process to develop information systems (IS) in the logistics sector. Design/methodology/approach Data were collected using questionnaires to IS executives in Greek small- and medium-sized enterprises (SMEs) of the logistics sector. Factor analysis is performed on the detailed items of the SISP process constructs. Findings The results of this paper indicate that IS executives do not focus on defining goals, which will be used to improve the operations of the supply chain for the IS development. Both IS executives and managers from the logistics department of each organization should participate in the process of information technology (IT) strategy formulation and implementation. Executives from the logistics department of each organization should be aware of implementing environmental and organizational analysis with greater meticulousness, to identify IT opportunities and apply IT strategy with greater agility rather than now. Practical implications A strategic planning process for IS development in the logistics sector is required to achieve the consistently IS planning objectives. This is an important challenge for executives in SMEs who do not concentrate on implementing a strategic planning process for IS development. Originality/value This paper examines the factors that influence the strategic development of IS in the logistics sector and improve the effectiveness of decision-making regarding the supply chain’s operation.

Strategic planning in higher education: a simplified B-VAR model

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Densil A. Williams
Keyword(s):  
Higher Education ◽  
Action Research ◽  
Strategic Planning ◽  
Strategic Management ◽  
Planning Process ◽  
Strategic Plan ◽  
Simplified Model ◽  
Content Type ◽  
Strategic Planning Process ◽  
Planning Models

PurposeExecutives who are engaged in strategic planning for higher education generally complain about the process and the lack of clear outcomes from the strategic plan. They generally argue that the process is complex and sometimes confusing and the end result does not justify the time spent in preparing the plan. The extant literature on strategic planning in higher educational institutions (HEIs) is replete with these types of complaints. The work undertaken in this paper provides a solution to this problem. This paper proposes a simplified and efficient strategic planning model which executives can use to facilitate strategic planning in HEIs. This model takes into consideration, all the elements of previous models and synthesize them into a manageable, simplified framework that can be adapted to meet the planning needs of senior executives in any HEI.Design/methodology/approachThe paper uses the action research framework to ground the solution to the problem identified. The action research framework is a sound research method that assists in resolving some of the practical problems executives in HEIs encounter as they move towards strategic planning. The researcher and a client in the higher educational sector, the UWI, engaged in collaborative problem-solving to develop a strategic plan for the client. To derive the solution, the researcher drew on the experience of the strategic planning process at the University of the West Indies (UWI) and also a number of selected universities in North American, Europe, Asia and Africa. The researcher then synthesized the outcomes from the deliberations and consultations with the client, the UWI and drew on theoretical knowledge in strategic management to derive the simplified model for strategic planning in higher education.FindingsThe research presented in this paper found that the existing strategic planning models used in higher education are generally complex, mostly designed specifically for an individual institution and lacks clarity regarding the implementation process. To overcome these problems for strategic planners in higher education, this paper proposes a simplified model that can be adapted by any HEI to assist with their strategic planning process. The Brainstoming- Visioning Action Results (B-VAR), the solution to the problem, presents the various elements of the strategic planning process that will need to be in place in order to develop a workable strategic plan and one that is implementable and will deliver tangible results for the HEI.Originality/valueBesides adding to our knowledge in strategic management and specifically, strategic management in higher education, the greatest value from this paper is the solution it presents to solve the long-standing problem of having complex and ineffective planning models to lead strategic plan development in HEIs. The added value is that the model is integrative as it draws on elements of previous planning models but simplified them for their adaptation to any HEI.

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