Improving strategic planning processes by means of cross-company collaboration along the value chain

2010 ◽  
Vol 12 (2) ◽  
pp. 165
Author(s):  
Reinhold Decker ◽  
Abdullah Dagasan
Keyword(s):  
Strategic Planning ◽  
Value Chain ◽  
Planning Processes

Integrating Global Trends Information Into Army Strategic Planning Processes

1993 ◽  
Author(s):  
Richard L. Schneider ◽  
Prameela V. Reddy ◽  
Samuel T. Ariaratnam ◽  
Victoria J. McCleary
Keyword(s):  
Strategic Planning ◽  
Global Trends ◽  
Planning Processes

Theory, methodology and practice of regional strategic planning

2021 ◽  
Author(s):  
Ol'ga Babina
Keyword(s):  
Strategic Planning ◽  
Simulation Model ◽  
Simulation Modeling ◽  
Economic Agents ◽  
Modeling Technology ◽  
Wide Range ◽  
Regional Strategic Planning ◽  
Planning Processes ◽  
Rational Management

In the monograph, the region is presented as a complex, multilevel socio-economic system consisting of many heterogeneous, interacting economic entities of different levels (economic agents and markets, management, resources and economic processes), jointly organizing reproduction processes embedded in the economic space of the national economy on the local territory. Currently, the role of rational management of the socio-economic development of the region is increasing. In such conditions, it is advisable to use strategic planning, which, in turn, has increasingly been carried out using a simulation model. The simulation model in regional strategic planning allows government agencies to predict their activities in the presence of various controlled and uncontrolled factors of the external and internal environment. In this study, the list of principles of strategic planning focused on the processes of strategic planning of the region using the method of simulation modeling is supplemented. A methodology for organizing strategic planning processes at the meso-level using simulation modeling technology is proposed. For a wide range of readers interested in the problems of regional strategic planning.

Creating Synergies between Participatory Design of E-Services and Collaborative Planning

2013 ◽  
pp. 163-179
Author(s):  
Bridgette Wessels ◽  
Yvonne Dittrich ◽  
Annelie Ekelin ◽  
Sara Eriksén
Keyword(s):  
Strategic Planning ◽  
Participatory Design ◽  
Collaborative Planning ◽  
The Other ◽  
Comprehensive Planning ◽  
Communicative Planning ◽  
Operational Design ◽  
On Line ◽  
Planning Processes ◽  
The Relationship

In this article, the gap between participatory design of services and planning processes is identified. This means that any innovations in service design – whether technological, social, or locality-based – are not fully developed. The authors address the relationship between operational design and strategic planning. The article feeds some of the insights gained from participatory design into debates about collaborative and communicative planning by drawing on two exemplars. One focuses on creating a synergy between designing and planning in transforming neighborhood-based children’s services: the other discusses the design of Web 2.0 for on-line public consultancy for comprehensive planning and for mobile services for disabled people. All require synergies between operational design and strategic planning to support participation in collaborative planning for accessibility in urban spaces. The article shows how the development of design constituencies within various contexts of participatory design provides a vehicle for developing collaborative and communicative planning.

How Do Leaders Plan for Firm Innovation? Strategic Planning Processes and Constraints

2019 ◽  
pp. 243-270
Author(s):  
Logan L. Watts ◽  
Kajal R. Patel ◽  
Ethan G. Rothstein ◽  
Alessa N. Natale
Keyword(s):  
Strategic Planning ◽  
Firm Innovation ◽  
Planning Processes

Strategic Marketing Planning by Product Managers—Room for Improvement?

1983 ◽  
Vol 47 (3) ◽  
pp. 92-102 ◽  
Author(s):  
Thomas J. Cossé ◽  
John E. Swan
Keyword(s):  
Strategic Planning ◽  
Empirical Study ◽  
Personal Characteristics ◽  
Product Market ◽  
Strategic Marketing ◽  
Organizational Hierarchy ◽  
Data Analyses ◽  
Marketing Planning ◽  
Product Manager ◽  
Planning Processes

Product managers have a unique position in the organizational hierarchy. Neither line nor staff executives, they are responsible for planning and managing the activities of the firm's revenue generating product-market entries and are key executives in the firm's strategic planning and implementation activities. Do product managers utilize planning processes that require the types of data and data analyses recommended in the strategic planning literature? What organizational and personal characteristics are related to product manager planning activities? This article reports findings of an empirical study designed to answer these questions.

Contextual Determinants of Strategic Planning Processes

1997 ◽  
Vol 34 (5) ◽  
pp. 729-767 ◽  
Author(s):  
Yasai‐Ardekani ◽  
Ralph S. Haug
Keyword(s):  
Strategic Planning ◽  
Planning Processes ◽  
Contextual Determinants

scholarly journals Strategizing through playful design

2007 ◽  
Vol 28 (4) ◽  
pp. 75-80 ◽  
Author(s):  
Claus D. Jacobs ◽  
Loizos Heracleous
Keyword(s):  
Strategic Planning ◽  
Design Methodology ◽  
Concept Development ◽  
Case Illustration ◽  
Design Practice ◽  
Content Type ◽  
Planning Processes

Purpose – The purpose of this paper is to conceptualize strategizing as a playful design practice; illustrate this view by describing a process for fostering effective strategic play; outline the benefits of the process and discuss how executives can play effectively. Design/methodology/approach – The paper presents a concept development with a case illustration. Findings – The paper finds that strategizing through playful design offers both an alternative conceptual lens as well as a novel practice of strategizing. Originality/value – Strategizing through playful design is a useful complement to dry, conventional strategic planning processes and helps to open up and orient fruitful debate about an organization ' s particular strategic challenges.

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