scholarly journals “The Summit”: Strategic Planning the Future of Ag and Natural Resource Programs for Extension in North Carolina

HortScience ◽  
2004 ◽  
Vol 39 (4) ◽  
pp. 843A-843
Author(s):  
Douglas C. Sanders* ◽  
Roger Crickenberger ◽  
Billy Dunham ◽  
Edwin J. Jones ◽  
John M. O'Sullivan
Keyword(s):  
North Carolina ◽  
Strategic Planning ◽  
Strategic Management ◽  
Natural Resource ◽  
Planning Process ◽  
White Paper ◽  
Strategic Thinking ◽  
Active Listening ◽  
The Future ◽  
Stakeholder Input

Most administrators regard strategic planning as a structured process to produce fundamental decisions and actions shaping and guiding what their organization is, does, and why it does it. A concerted focus on the future is usually involved in the effort. In North Carolina, all Extension Agriculture and Natural Resource Agents, Specialists, Directors and State Staff recently utilized such a structured process in a 3-day conference entitled “The Summit”. The success of this strategic planning process can be measured by the degree to which the process lead to strategic management within NCCE. The Summit used a framework that fully explored forces affecting or impeding strategic thinking. That framework was a day of laying groundwork and with various keynote speakers helping to set the stage; a day of stakeholder direction and attendee active listening and debate; and a day of group reflection. The results of this conference were chronicled in “White Paper” written by a team representing all major in-house stakeholders. While many of the usual problems affecting Extension were reviewed, stakeholder input to both administration and staff is re-shaping the way NCCE uses resources and directs programs. Ten recommendations came out Action te Such an outcome is strategic management, and the framework of The Summit may allow other similar organizations to also have successful strategic planning meetings.

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.

Linking Information Technology, Knowledge Management, and Strategic Experimentation

2011 ◽  
pp. 286-293
Author(s):  
V. K. Narayanan
Keyword(s):  
Knowledge Management ◽  
Strategic Planning ◽  
Strategic Management ◽  
Explicit Knowledge ◽  
Planning Process ◽  
Focal Point ◽  
It Infrastructure ◽  
Strategic Experimentation ◽  
Routine Tasks ◽  
Recent Developments

Historically, the focus of IT infrastructure had been to capture the knowledge of experts in a centralized repository (Davenport & Prusak, 1998; Grover & Davenport, 2001; Nolan, 2001). The centralized databases contained knowledge that was explicit and historical (e.g., competitor pricing, market share), and the IT infrastructure served to facilitate functional decision making or to automate routine tasks (as in reengineering). The users of technology approached the repository to obtain data in a narrowly defined domain (Broadbent, Weill, & St. Clair, 1999). Consequently, IT originally played a significant, yet ultimately limited role in the strategy creation process. Management information systems (MISs) arguably generated information that was less applicable to strategy creation, as noted in early writings on the linkage between MIS and strategic planning (e.g., Lientz & Chen, 1981; Shank, Boynton, & Zmud, 1985; Holmes, 1985). The active management of knowledge was similarly underdeveloped. Despite the fact that strategic decision makers had always emphasized the role of tacit knowledge, the actual importance of knowledge was not explicitly recognized. Formalized knowledge management (Davenport & Prusak, 1998; Dalkir, 2005), with its associated terminology and tools, is a recent development and as such did not inform the strategic planning process. However, the shifts that have taken place in IT infrastructures over the last decade and the recent developments in knowledge management (KM) have brought them closer to the creators of strategy. Indeed, both IT and knowledge management are increasingly enablers in the contemporary strategic management practice: 1. IT infrastructure is transitioning in its focus from the functional work unit to a process orientation. Whereas computer systems were once the focal point, the new infrastructure is network centric, with an emphasis on business knowledge (Nolan, 2001). For example, traditional search engines utilized rule-based reasoning to identify elements matching specific search criteria; the “state-of-the-art” knowledge management systems employ case-based search techniques to identify all relevant knowledge components meeting the user’s request (Grover & Davenport, 2001). 2. IT now takes into account contexts that include crossfunctional experts, knowledgeable on a wide variety of potentially relevant issues. Additionally, there is greater emphasis on the integration of infrastructure with structure, culture (Gold, Malhotra, & Segars, 2001), and organizational roles (Awad & Ghaziri, 2004). In many ways, the newer IT infrastructures have enabled the garnering of explicit knowledge throughout the organization to speed up strategy creation. The objective of this article is to outline how the developments in IT and KM are facilitating the evolution of strategic management to strategic experimentation to create quantum improvements in strategy creation and unprecedented developmental opportunities for the field if IT.

The Role of Philanthropy on the Strategic Planning Process of a Selective Liberal Arts and Science College

2020 ◽  
pp. 1364-1384
Author(s):  
Wayne P. Webster ◽  
Rick C. Jakeman ◽  
Susan Swayze
Keyword(s):  
Decision Making ◽  
Strategic Planning ◽  
Liberal Arts ◽  
Planning Process ◽  
Deep Understanding ◽  
Strategic Planning Process ◽  
Strategic Plans ◽  
The Future ◽  
Science College ◽  
Decision Making Model

This chapter describes how constituencies of a four-year, private liberal arts and science college perceived the effect of philanthropy on the strategic planning process. Due to their reliance upon tuition revenues and private support, liberal arts and science colleges are particularly susceptible to ebbs and flows in the economy. How these institutions plan for the future and the extent to which philanthropy factors into strategic plans provides crucial information about the future of these higher education institutions (Connell, 2006). Gaining a deep understanding of how philanthropy shapes a strategic planning process and the decision-making model that was used during the process provides insight into how philanthropy, strategic planning, and decision-making models intersect to form a new decision-making model, described as feedback and revenue.

scholarly journals Classification of methods for implementing enterprise strategy

2020 ◽  
Vol 16 (5) ◽  
pp. 102-109
Author(s):  
A. R. Khachemizov ◽  
V. Z. Zarubin ◽  
A. K. Dorgushaova
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Management System ◽  
Planning Process ◽  
Educational Process ◽  
Strategy Development ◽  
Enterprise Management ◽  
Enterprise Strategy ◽  
Strategic Planning Process

Strategy development is one of the most important functions of enterprise management. In addition to a sound strategic plan for the successful development of an enterprise, an effective mechanism for its implementation is required. The set of actions to develop the strategy and its implementation create the prerequisites for the formation of a strategic management system. The purpose of the research is to develop and use a new approach to the classification of methods for implementing enterprise strategy, which is based on the principle of separation of methods in accordance with the tasks of strategic management. Functional approach has been used as a methodological basis of the research. It provides for the division of the strategic planning process into a number of aggregated functional tasks. Scientific publications and works of foreign and domestic scientists were used, devoted to the analysis of the formation of strategic prospects for the enterprise development. The eventual result of the research was a classification of strategic planning methods, where the main stages of the strategic planning process, the tasks of strategic choice and methods of their solution are put in logical correspondence. The main features of the classification of methods for developing and implementing a strategy are: scientific specificity or specialization; characteristics of expert information; stage of the strategy development process; the degree of determinism of the problem conditions. Theoretical significance of the research lies in the development of methodological foundations for the formation and functioning of the strategic management system of an industrial enterprise. The classification of methods of strategic planning proposed in the article in accordance with the functional characteristics of the stage of strategic planning is of practical importance. The results can be used in subdivisions of an enterprise management system that solve the problems of developing and implementing a strategy, as well as in the educational process when training bachelors in the areas of «Management» and «State and Municipal Management».

scholarly journals Problems of Strategic Management of Socio-Economic Development at the Regional and Municipal Levels

2019 ◽  
Vol 2018 (4) ◽  
pp. 101-106
Author(s):  
Алексей Нестеров ◽  
Alexey Nesterov
Keyword(s):  
Economic Development ◽  
Project Management ◽  
Strategic Planning ◽  
Strategic Management ◽  
Public Administration ◽  
Planning Process ◽  
Municipal Government ◽  
Regulatory Framework ◽  
Municipal Management ◽  
Socio Economic Development

The paper features the problems of strategic management of social and economic development at the regional and municipal levels. Currently, the legal and the regulatory framework that ensures the management of socio-economic development at the regional and municipal levels is quite dynamic and corresponds with the current conditions and challenges. The legal and regulatory framework in the field of strategic management is formed not only as an institutional basis for socio-economic development: it also represents a thoroughly developed system of methods and tools for developing strategic documents and ensuring their implementation. However, normative legal documents reflect, as a rule, a traditional view of the implementation of the strategic planning process, formed within the scientific schools of design and planning, with the inclusion of individual elements of advanced technologies of strategic management. Federal authorities have consistently formed the basis for the actual strengthening of the role of the methodology of strategic management in regional and municipal management. The consistent implementation of the program-target approach, the methodology of strategic planning, the principles of project management in the practice of state and municipal management forms the basis for applying the principles of agile public administration as the basis for strategic management in real-time. Independence, initiative, innovation, openness, agile, competence, and high motivation will increasingly determine success in the practice of state and municipal government. Hence, successful work on overcoming the resistance of the administrative bureaucratic management system will be a pledge of effective implementation and application of mechanisms and technologies of project management and agile public administration.

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.

Corporate Strategy from the Bottom

2016 ◽  
pp. 2219-2237
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.

scholarly journals Evolusi Pemikiran Manajemen Strategik Sebelum Era 2000-An

2017 ◽  
Vol 2 (1) ◽  
pp. 1
Author(s):  
Jati Waskito ◽  
Mugi Harsono
Keyword(s):  
Strategic Management ◽  
Strategic Thinking ◽  
Environmental Dynamism ◽  
Top Managers ◽  
The Future ◽  
The 1960S ◽  
And Control ◽  
Thinking Tools ◽  
Management Thinking

By the 1960s, large companies moved from the emphasis on operations, budgeting and control areas to an emphasis on the complexity of evolving planning and environmental dynamism and the need for solutions to this situation from top managers demanding planning for the future and looking globally. This article aims to describe the evolution of strategic management thinking from the 1960s to 2000. Each decade has a dominant issue whose discussion is represented by a prominent strategist of his time. They are chosen because they lead to the concept of strategic thinking, tools, and certain techniques.

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