A inovação em processo: a implementação da lean inception como metodologia de trabalho em relações públicas

O presente trabalho tem como objetivo propor um processo de planejamento estratégico a partir de uma articulação da metodologia Lean Inception com a área de Relações Públicas. Seguindo as diretrizes da Design Science Research, metodologia de pesquisa que operacionaliza a construção do conhecimento com o objetivo de viabilizar a construção de artefatos que sejam solução para um problema, o estudo resultou em um método que apresenta um passo a passo de como a implementação da Lean Inception pode contribuir com o processo de planejamento estratégico, de forma que ele seja desenvolvido de maneira efetiva dentro de um ambiente organizacional que exige agilidade em seus processos.Process innovation: the implementation of lean inception as a working methodology in public relationsAbstractThis paper aims to propose a strategic planning process based on an articulation of the Lean Inception methodology for Public Relations’ area. Following the guidelines of Design Science Research, a research methodology that operationalizes the construction of knowledge in order to enable the construction of artifacts that are a solution to a problem, the study resulted in a method that presents a step by step approach to how the implementation of Lean Inception can contribute to the strategic planning process, so that it is developed effectively within an organizational environment that requires agility in its processes.Keywords: Strategic planning; user-centered design; lean inception; public relations; communication.

Infusing strategic planning with psychoanalytic insight: an exploratory case study

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.

Bodies of Territorial Public Self-Government As Governmental Unit of Strategic Planning Process at the Municipal Level

Bodies of territorial public self-government (TPSG) are one of the key participants in the strategic planning process at the municipal level. These organizations make an important contribution to achievement of sustainable development goals of the municipality. Territorial public self-government bodies are not the driving force behind the development of the municipal economy. However, they are able to solve the problems of social development of the territory by using the resources of self-organization. The existing potential allows TPSG bodies not only to participate in the development of strategic documents, but also to take part in the implementation of specific projects. Participation in the project can be carried out both in a non-financial form (labor) and in a financial form (based on the results of use of self-taxation, crowdfunding, fundraising, business income, and other sources). Therefore, it is extremely important for the authorities to involve TPSG bodies in strategic planning processes in order to improve the quality of final documents, as well as increase the efficiency of their realization. However, a number of factors hinder the successful involvement of bodies of territorial public self government in strategic planning processes. The established practice of involvement of public in managerial decision-making processes leads to a low interest of non-profit organizations in participation in such procedures. In addition, the level of development of educational infrastructure in the field of territorial public self-government does not allow the heads of territorial public selfgovernment bodies to achieve the sustainable development goals of the municipality territory, as well as to develop skills in organizational management within its borders. As a result of the introduction of a set of suggested measures in the regions, the conditions will be created for the territorial public self-government authorities to realize their potential fully, which will ultimately be reflected in the improvement of the quality of residents’ life.

Addressing Moral Confusion: The Principles Approach

Business ethics primarily concerns how businesses conduct themselves and how they make their money. Sometimes businesspeople act badly because they suffer from moral confusion—that is, they are genuinely unsure what moral principles apply to their situation or how to apply them correctly. There are at least five major principles of business ethics which are inherent or built-in to the very idea of doing business. These include that personal responsibility is inalienable, that we must respect the autonomy of others, that coercion, discrimination, and deception are forbidden, and that contracts must be honored. Further, building these ethical principles into each stage of the strategic planning process helps to ensure that businesses act well.

Methodological basis for the development of municipal entity strategy

Strategy development is one of the most important functions of a municipal entity management. In addition to a sound strategic plan, successful development requires an effective mechanism for its implementation. Despite a significant number of scientific studies devoted to the problems of strategizing municipalities, the issues of instrumental and methodological support of the strategic planning process remain insufficiently developed. The set of actions to develop a strategy and its implementation create prerequisites for the formation of strategic management system of a municipal entity. The purpose of the research is to develop and use a new approach to the classifi- cation of methods for the development and implementation of a municipal entity strategy, which is based on the principle of separation of methods in accordance with the tasks of strategic management. As a methodological basis, the study uses a functional approach that 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, devoted to the analysis of the formation of strategic prospects for the development of the municipality have been studied. The result of the research is 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 theoretical significance of the research lies in the development of the methodological foundations of the process of strategic management of a municipal formation. Classification of strategic planning methods proposed in the article in accordance with the functional characteristics of the strategic planning stage is of practical importance. The results can be used in subdivisions of a municipal en- tity 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 Administration».

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

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.