Strategic planning
Company and Environment
Theory of strategic decisions
The strategic direction
Organizational Aspects
Typology and environmental factors
Analysis and diagnosis of the environment
Contextual variables and the strategic position of the company
Scenarios and analysis techniques
The new perspective of business
The concept of competitiveness
Management scholars recently recognized strategy as a key factor in organizational success.
Management scholars support the strategic management approach.
Strategic Management is a global decision-making process that must ensure the viability of the organization through the correct formulation of the strategy
At a descriptive level, it is about reviewing all the variables or situations of the category being studied and identifying those that have or may have influence on the company
At the level of analysis, it is about explaining how it influences the situations, conditions or variables identified in the behavior of the company.
strategic planning proved appropriate in the world of business activities.
the role of the administrator in implementing strategic planning was not yet very clear
The general design of an organization can only be described if the achievement of the objectives adds to the policies and the strategy as one of the key factors in the strategic management process.
Surrounding analysis
Environment Study.
It occupies a fundamental role in the conception of Strategic Planning and that is why this methodology is given special treatment.
It is encrypted in identifying the opportunities that present themselves for the company and the threats that are looming in the future.
It is about focusing on the current situation of the environment and how it could arise in the future, identifying the implications that can be deduced from said evaluation on the behavior of the company.
The study of the environment that is closest to the organization, which is the structural behavior and trends in the sector in which the activity of the company is registered
the ability of a public or private organization, for profit or not, to systematically maintain comparative advantages that allow it to achieve, sustain and improve a certain position in the socio-economic environment.
Competitiveness has an impact on the way of planning and developing any business initiative, which is obviously causing an evolution in the business and entrepreneurial model.
Internal competitiveness refers to the organizational capacity to achieve the maximum performance of available resources, such as personnel, capital, materials, ideas
External competitiveness is oriented to the elaboration of the achievements of the organization in the context of the market, or the sector to which it belongs.
Strategic decision situations
Structure and strategic decisions
Decisions and Planning
Culture and strategic decisions
Tactical and strategic decisions
Management process and strategic decisions
The strategies are vital for the company since they are decisions of great projections that also involve finding out what the current situation is, its possibilities, the available resources.
Tactics are less important because they become routine, they are simple decisions that are repeated with a certain frequency that facilitate their execution.
Strategic planning deals with decisions with lasting effects that are difficult to reverse.
Planning decisions will be called Strategic Decisions when they are determined in the Strategy Formulation process where the objectives for the organization and the strategies to achieve them are defined.
they have the property of being mostly proactive decisions, tending to outline the future or to establish a desired situation.
Emerging decisions are flexible enough to accommodate the unexpected, but stable enough to be consistent.
Emerging decisions are flexible enough to accommodate the unexpected, but stable enough to be consistent.
Management Control Decisions are at an intermediate point between Planning Decisions and Operations Control Decisions
The planning and control functions are closely linked today due to the cyclical nature of the process, the dynamic environment and the adaptive nature of the organization.
Set of beliefs, values and ways of expressing them and characterizing behaviors, processes and structure and will have an influence on the management functions and decisions of the organization.
Strategic management is a decision-making process, which is of great significance for the proper development of activities carried out by companies.
The internal analysis
Rapid change and the planning cycle
Definition and characteristics of planning and plans
The information continues in real time.
Analysis of the management problem
Proactive strategies.
Strategic Planning constitutes a management system that shifts the emphasis from "what to achieve" (objectives) to "what to do" (strategies).
The essence of strategic planning is the systematic identification of opportunities and dangers that arise in the future.
It is a process that begins with the establishment of organizational goals, defines strategies and policies to achieve these goals, and develops detailed plans to ensure the implementation of the strategies and thus obtain the desired ends.
The idea is not that plans should be changed on a daily basis, but rather that planning should be done on an ongoing basis and supported by appropriate actions when necessary.
aims to produce profound changes in the organization's markets and internal culture.
Mission
objective
Internal and external analysis of the organization
Every company, every plan, starts with a vision.
They correspond to the way in which the company will carry out the mission
Systematic analysis that facilitates the adaptation of external threats and opportunities with the internal strengths and weaknesses of an organization
The world becomes complex and the information and variables that are handled when making decisions are more and more numerous, thus increasing the level of general uncertainty.
The increasingly rapid advance of technology brought with it the no less impressive explosion of telecommunications and information traffic and with all this the reduction of cultural, economic, financial and social borders.
The information needs required within the organization vary according to the level within the organizational structure.
They must have accurate and up-to-date information on the battlefield and all its variables to be able to make the best decisions and develop the strategic tactical planning to follow.
Organizational support and strategic planning
Strategic intelligence organization and systems
Structural typologies
Organizational design for the implementation of the strategic plan
Structural dimensions
Specialization
The design of a structure begins with the grouping of tasks into jobs
Formalization
Coordination
A high specialization can affect the emotional posture of the worker towards his task and also his motivation.
Formalization of the position
Formalization of the work flow
Formalization through rules
the organization attributes a series of behavioral characteristics to the job, documenting it in the formal job description.
Instead of linking the characteristics to the position, the organization can introduce them in the same job
the organization can establish a series of rules to prevent certain situations that arise periodically.
They are the fundamental elements of the structure, that is, the binder that holds the organization together.
By the size of the capital
By the spatial scope of your market
For the product
By the origin of capital
Real Sate
Of services
manufacture of tangible goods
health, educational, financial
Little
Median
Micro-businesses
family, artisan
less than a hundred workers
percent of workers
Great
type of holding company, thousands of workers
Local or regional
National.
Multinational
Public companies, state
Mixed.
Private
The Planning matrix is a tool used to plan the execution of a solution.
It is an organized and continuous process of observation and analysis of the environment, in order to better understand and interpret it in a way that allows the organization to decide and act effectively.
These Systems have a good ally in advanced information management methodologies and tools
Determination of alternative courses
Evaluation of alternative courses
Development of premises
Select a course
To establish objectives
Derivative plan formulation
Be aware of opportunities
Numerical expression of plans using budgeting
The knowledge of the opportunities both in the external environment and within the organization, is the real starting point for planning.
Establish objectives for the entire company and then for each subordinate work unit
is to establish, disseminate and obtain consensus to use critical planning premises, such as forecasts, applicable basic policies and existing plans of the company, are assumptions about the environment in which the plan will be carried out
seek and examine alternative courses of action, especially those that are not clearly stated
it is to evaluate them, prevailing those that adjust to the premises and goals.
the analysis and evaluation of alternative courses show that two or more are advisable and the manager may decide to follow several courses instead of the best one.
Derivative plans are required to support the basic plan.
the final step to give them meaning, is to carry them, turning them into budgets.