Please enable JavaScript.
Coggle requires JavaScript to display documents.
Strategic planning - Coggle Diagram
Strategic planning
Unit 1. Company and environment
1.3. Typology and environmental factors
The Charles Hofer and Dan Schendel Academies created the following definition of strategic management, based on the principle that the general design of an organization can only be described if the achievement of objectives adds to the policies and strategy as one of the key factors in the strategic management process.
1.4. Analysis and diagnosis of the environment
The analysis of the environment or environment occupies a fundamental role in the conception of Strategic Planning and that is why in this methodology it is given special treatment.
1.2. Contextual variables and the strategic position of the company
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 an influence on the company, responding in general to the following questions: What and how is the current and potential population To whom does the company direct its products or services? What are the variables, situations and conditions of an economic and social nature that decisively affect the development of the company's activities?
1.5. Analysis scenarios and techniques
The scope of environmental analysis is not necessarily limited to the regional and national, the trends towards globalization of the economy (Perez and Dulcey, 1988), "geopolitical factors and the actions of multinational corporations have become an integral part of the national business scene". Environmental analysis is considered in this way in space and simultaneously in time.
1.1. The new optics of business: The management processes and the analysis of the environment
This important approach has emerged over time, based largely on older approaches to policy formation and initial strategy. The focus of policy formulation is nothing more than the implementation of daily rules that establish the delimitation of what a functional area can or cannot do.
1.6. The concept of competitiveness: From comparative advantages to competitive advantages
We understand competitiveness as 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 socioeconomic environment. The term competitiveness is widely used in the business, political and socioeconomic circles in general.
Unit 2. Theory of strategic decisions
Strategic Decision Situations: Anticipated, Emerging, and Preactive
Strategic decisions have the property of being mostly proactive decisions, tending to outline the future or establish a desired situation; On the other hand, Control Decisions are more of a reactive nature and tend to anticipate a future problem indicated by a reference indicator or, in the worst case, take action.
2.4. Structure and strategic decisions
Management Control Decisions are at an intermediate point between Planning Decisions and Operations Control Decisions, since the latter must ensure the efficiency and effectiveness of individual tasks according to the implementation of the strategy.
2.2. Decisions and Planning
Planning decisions are circumscribed mainly in the process called Strategic Planning, which is a systematic process where the objectives are defined and the strategies to achieve them are formulated.
2.5. Culture and strategic decisions
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.
2.1. Tactical and strategic decisions
Tactics and Strategy go hand in hand, one cannot exist without the other. The difference is that the first of them are specific actions that are applied in the short term and the second is a path to follow thought of in the long term and taking into account the variables of the context, especially that of the competition. strategic and tactical
2.6. Management process and strategic decisions
Strategic management is a decision-making process, which is of great significance for the proper development of activities carried out by companies. It is an ongoing, iterative, and cross-functional process aimed at keeping an organization in an appropriately coupled whole with the environment.
Unit 3. Strategic direction
3.3 Internal analysis: basic socioeconomic objectives, mission, objectives, policies, strategies
Strategic planning requires well-defined phases: mission formulation, organizational objectives; analysis of the strengths and limitations of the company; surrounding analysis; strategy formulation. Every business, every plan, starts with a vision.
3.4 Rapid change and the planning cycle
The confrontation between the opportunities of the organization, with the purpose of formulating the most convenient strategies, implies a reflective process with a high component of subjective judgment, but based on objective information.
3.2 Definition and characteristics of planning and plans
Strategic planning 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.
3.5 Information continues in real time.
Executive decisions or the lack of a structured director where there are no recurring situations and, therefore, unique solution recipes cannot be applied; Rather, evaluation criteria and viewpoints should be determined for each situation.
3.1 Analysis of management problems and evolution of management systems
The theoretical basis of this report is found in Strategic Planning, which reflects the central concepts of the formulation of a strategic plan. Strategic Planning is a management system that shifts the emphasis from "what to achieve" (objectives) to "what to do" (strategies).
3.6 Proactive strategies.
For this, leaders and strategists must have the correct and updated information on the battlefield and all its variables in order to make the most successful decisions and develop tactical strategic planning that must be followed.
Unit 4. Organizational aspects of strategic management
4.3. Organizational support and strategic planning
The Planning Matrix is a tool used to plan the execution of a solution.
4.4. Organization and strategic intelligence systems
Strategic Intelligence Systems (also known as Technological Surveillance, Competitive Intelligence or Economic Intelligence) can be defined in a few words, and perhaps at the risk of being excessively simplistic, as an organized and continuous process of observation and analysis of the environment, in order to to know and interpret it better in a way that allows the organization to decide and act effectively.
4.2. Structural typologies according to life cycle and size and economic sector.
The main classification of organizations can be associated with their specific economic rationale of profit or unstable.
4.5. Organizational design for the implementation of the strategic plan
Knowledge of opportunities both in the external environment and within the organization is the real starting point for planning. It is important to look in advance at all possible future opportunities and see them clearly and completely. Planning requires a realistic diagnosis of the opportunity situation.
4.1. Structural dimensions: specialization, formalization, coordination
The structural design begins with the grouping (position design) of the work task (positioning design), following the group of the unit position (the design of the upper structure), and reached the top of the definition and concentration of the horizontal link that So it increases. Decision system.