An Examination of IT Planning in a Large,Diversified Public Organization*

The conduct of information technology (IT) planning processes has been of dominant managerial concern in public and private organizations. Yet, current IT planning research offers little guidance on the types of planning actions and behaviors that are appropriate to organizational contexts. We focus on the conduct of the IT planning process by describing an exploratory research project. The project empirically examined a number of issues associated with managing IT planning within a single large public enterprise, particularly identifying actions and behaviors related to producing quality IT plans. The results of the study yield some useful set of guidelines; most interesting is the importance of building IT infrastructure based on IT sophistication and innovativeness for large agencies to improve plan quality. Other recommendations include having a focused, balanced technology and business planning orientation that incorporates a strategic outlook, support of top management, attention to business planning, and early consensus among planning members.     

Important Strategic and Tactical Manufacturing Issues in the 1990s*

This paper reports the identification and ranking of major manufacturing issues that American manufacturing managers and academics must focus on and resolve in the 1990s to be competitive on a global basis. Vice-presidents of manufacturing from over 75 companies across the United States were asked in a Delphi study to rank the key strategic and tactical issues facing American manufacturing in the next three to five years. Based on three rounds of a Delphi study, quality management, manufacturing strategy, and process technology emerged as the top ranked strategic issues. The top ranked tactical issues were quality control, manufacturing planning and control systems, and work force supervision. These issues were valid across diverse industry groups, since the industrial and educational background of the respondents was shown to have no impact on the final consensus rankings and opinions reported in this paper. Factor analysis of the responses by the panel revealed that certain issues tend to be consistently viewed together, and were interpreted accordingly to provide insights into the ranking of issues. Apart from building a consensus among experts on key manufacturing issues of present and future importance, this study can also be helpful for setting future academic research and pedagogical priorities for the field of production and operations management.     

Disentangling the Governance Configurations of Strategic Spatial Plan-Making in European Urban Regions

This paper is aimed at assessing and disentangling how territorial governance configurations influence contemporary practices in strategic plan-making in 14 European urban regions. The findings allow us to distinguish three dominant practices: i) plan-making shaped by consensus building and multilevel government cooperation; ii) plan-making shaped by the involvement of profit-oriented actors and negotiations, and iii) plan-making shaped by consolidated planning practice. To truly grasp plan-making practice, it is necessary to scrutinize who rules and who is ruled while negotiations are unfolding, as well as the extent to which private actors’ interests influence how spatial development goals and strategies are defined.     

Managing strategies incrementally

When sophisticated large organizations make significant changes in strategy, the approaches they use frequently bear little resemblance to the rational-analytical systems so often touted in the planning literature. Such systems are rarely the source of overall corporate strategies. Instead, the processes used to generate major strategies are typically fragmented and evolutionary with a high degree of intuitive content. Although one usually finds imbedded in these fragments some very refined pieces of formal analysis, overall strategies tend to emerge as a series of conscious internal decisions blend and interact with changing external events to slowly mutate key managers' broad consensus about what patterns of action make sense for the future. Based on a multi-year study of how large companies change their strategies, this article summarizes why strategic managers do proceed incrementally and how they manage the complex process of generating an overall strategy.     

Aids in determining strategy,the internal analysis

The analytical processes by which strategic planning is determined have been examined from many different standpoints. This paper breaks the process of strategic planning down into the internal and external analysis that a company has to undertake. The author defines these two concepts and provides interesting insights into the manner in which the two elements of the process are dove-tailed together. The paper describes a number of aids which can be utilized to determine the strategic whole and provides a number of interesting new insights into the utilization of those aids. The author provides a coherent and comprehensive format for the development of effective strategic planning.     

Strategic planning for multinationals—The views of governments and scientists

The purpose of the project described in this paper was to study the environmental changes that influence the strategic planning of multinational firms. The environment of any business or government consists of all things external to an organization which influence it, such as political climate, social situation, international economics, etc. The changes in the strategic planning procedures of firms have been reported elsewhere. This article concentrates on the role that three governments in north-western Europe play in multinational business planning and the views of a number of scientists concerning the interaction of environmental conditions and the strategic planning of multinational firms.     

母子公司战略一致性的路径及实现机制 ——基于相互依赖关系视角

由复杂依赖关系构成的国有企业集团需要确定各子公司在战略目标上达成共识的程度,如何协调依赖关系以促成战略一致成为集团企业亟须解决的问题。本文通过多案例研究方法,基于相互依赖关系视角,构建了母子公司依赖关系与战略一致性的研究框架。通过定性比较分析(QCA),本文解读产生战略承诺的两类构型特征,一类是具有高开放性和低能动性的锁定式建构,另一类是具有低关系形态、高能动性和集权管控的能动式依赖。本文又立足关系规则,构建能够引发主动精神的策略,触发式探索策略可以减弱开放的锁定性和能动的短视性,嵌入式即兴策略可以增加子体的即兴创作和母体的适度规则,以促进子公司主导行为的生成。本文结合能动性与管控模式拓展了相互依赖关系视角的战略研究,对于国有企业集团内部协调运行提供借鉴与启示。     

Planning for hospitals: No focus, no strategy

This is a study of the role of long-range planning and strategic management in 400 hospitals in the United States. It examines not only the structural aspects of planning but also investigates how the data base generated through the planning process is actually used in making operating decisions. In addition to a questionnaire survey of 400 hospitals on the structural aspects of planning, 78 personal interviews with functional heads and hospital administrators were conducted to analyse the operational part of the study. The major findings are that the possibilities and constraints of planning are remarkably similar to those of industrial corporations. The linkage of planning with operational decisions was found to be lacking. There were wide divergences in views between the functional heads and the hospital administrators in terms of internal and external activities, and also in performance reward relationship. These divergences are thought to be counter- productive in realizing the strategic focus of cost containment. Implications of the findings are also discussed.     

The federal government as a source of strategic planning information

The United States Government is one of the richest sources for strategic planning information. Nearly every law enacted and every regulation proposed are accompanied by hearings and studies and written reports that provide useful information for planners regarding customers, competitors, suppliers, unions and other special interest groups.The author suggests how the Congress and its committees and the regulatory commissions and other agencies that affect regulation can be structured into various classes that will allow their study to be included in external environmental scanning systems.     

Design of a strategic planning management information system

Information systems that are to support strategic planning must be developed on bases that reflect the unique nature of strategic organizational decisions. This paper presents a systems design methodology which implements five basic criteria for the design of a strategic planning Management Information System (MIS). The methodology uses discriminant analyses of the perceived importance to managers of various categories of strategic information to delineate the most significant information requirements of various managerial groups. These results are augmented with similar analyses based on the personal characteristics of the potential system users in order to implement a design criterion related to the integrated nature of a planning MIS and a ‘teaching’ objective which is posited to be valid and feasible for such a system.     

Strategic planning: balancing short-run performance and longer term prospects

Strategic planning activities can, to varying degrees be anticipatory or hindsight in orientation. Anticipatory activities prepare the firm for future strategic surprises and enhance the firm's effectiveness in dealing with turbulence and unpredictability in the external environment. Hindsight activities on the other hand, rely greatly on ex-post analysis (of information on past events), emphasize efficiency in key processes and operations, and are predicated on reasonable continuity and stability in the external environment. While both sets of activities are necessary to maintain the balance between effectiveness and efficiency, a relatively greater emphasis on one set or the other is crucial under different degrees of environmental turbulence and unpredictability. Informed implementation of the appropriate degrees of anticipatory and hindsight orientations through differentially emphasizing separate sets of strategic planning activities should enable managers to exercise better strategic control and optimize the firm's short-run performance as well as long-term prospects.     

Scenario building: an integral methodology for learning,decision-making,and human resource development

Recognizing and managing the complexities of strategic change is a difficult endeavor for organizational leaders, and is one that is increasingly necessary for organizations that exist in uncertain and rapidly changing environments. Organizations, and the individuals within them, must develop expertise and tools to operate effectively in these conditions. Scenario building has gained attention as a methodology that enriches traditional strategic planning methods by helping organizational leaders recognize and better prepare for the critical uncertainties and complexities of forces driving future change. Scenario building is explored in this article to provide HRD professionals with a solid exposure to the art of scenario building. The process is defined and explained, its history briefly explored, and key benefits as a learning and decision-making tool as well as for the field of human resource development are discussed.     

The components of strategic planning

What is the current level of strategic planning in the United States? What objectives are quantified in the strategic plans? What kinds of environmental factors are identified in the planning process? What areas are planned for? How often are the strategic plans reviewed? These are among the questions which were raised in a recent survey of 323 companies whose results are summarized in this paper. It is hoped that this study will permit practitioners to compare their planning with planning being performed in their industry.Suggested improvements in the stategic planning process include more frequent monitoring of performance against the plans, more comprehensive environmental surveillance, and greater emphasis on organizational structure plans. The strategic planning process was found to be constantly evolving and cyclical. The strategic planning activity expanded during adversity and contracted when business prospects were good.     

Prioritizing Environmental Health Risks in the UAE

This article presents the results of a comparative environmental risk‐ranking exercise that was conducted in the United Arab Emirates (UAE) to inform a strategic planning process led by the Environment Agency‐Abu Dhabi (EAD). It represents the first national‐level application of a deliberative method for comparative risk ranking first published in this journal. The deliberative method involves a five‐stage process that includes quantitative risk assessment by experts and deliberations by groups of stakeholders. The project reported in this article considered 14 categories of environmental risks to health identified through discussions with EAD staff: ambient and indoor air pollution; drinking water contamination; coastal water pollution; soil and groundwater contamination; contamination of fruits, vegetables, and seafood; ambient noise; stratospheric ozone depletion; electromagnetic fields from power lines; health impacts from climate change; and exposure to hazardous substances in industrial, construction, and agricultural work environments. Results from workshops involving 73 stakeholders who met in five separate groups to rank these risks individually and collaboratively indicated strong consensus that outdoor and indoor air pollution are the highest priorities in the UAE. Each of the five groups rated these as being among the highest risks. All groups rated soil and groundwater contamination as being among the lowest risks. In surveys administered after the ranking exercises, participants indicated that the results of the process represented their concerns and approved of using the ranking results to inform policy decisions. The results ultimately shaped a strategic plan that is now being implemented.     

Strategic planning catches on in U.S. retailers

This article examines the strategic planning practices of large American retailers. Most retailers surveyed have engaged in strategic planning, almost one-third have hired employees whose main jobs are strategic planning and over two-thirds use outside consultants. Top management participation is also high, the scope of strategic planning is broad both internally and externally, and several standard strategic planning methods are used. Moreover, in spite of the rapid pace of change in retailing, over half of the retailers use long-range time frames. They recognize the value of strategic planning because almost three-quarters intend to increase their emphasis in this area.     

Codes of ethics and firm size: A stakeholder approach to strategic planning

A firm's capital budgeting and strategic planning decisions have the potential to affect many groups of people called stakeholders. A stakeholder is any group or individual who can affect or is affected by the achievement of the firm's objectives. This study examines whether the presence of a code of ethics that specifically addresses capital budgeting/strategic planning decisions will significantly raise the awareness of social responsibility during the long-run planning process. This study also examines whether firm size is associated with the awareness of social responsibility during the long-run planning process. Support was found that a code of ethics that addresses long-range planning is associated with higher awareness during the planning process. Firm size was not found to be statistically different.     

Strategic planning--the role of the chief executive

Failure to see strategic planning as a process and ineffective CEO involvement are two reasons for failures in strategic planning. This article outlines the stages in an effective strategic planning process, discusses the appropriate role or roles for the CEO or leader in each stage, and defines the expected results from effective strategic planning.     

Helping managers to develop strategies

Concepts within strategic management are defined and a framework for strategic analysis and planning is presented. Within the planning operation, corporate strategy and corporate integration are central to strategic management. The timetable largely prescribes the procedural steps involved in strategic analysis and planning, and the character of each of these steps is determined by the frame of reference, or the aims and purpose of strategic managers, which are established during strategic planning. As a practical management tool, the framework developed here offers the possibility to improve management performance and to increase corporate effectiveness and flexibility.     

Linking organizational effectiveness and environmental change

Advisors on strategic planning often give two separate pieces of advice to managers: first, managers must interact with rather than react to the external environment. That is, they should be proactive, not reactive. Second, the organizational effectiveness must be improved. However, seldom is any linkage established between these two pieces of advice. The first premise is primarily an external view, and the second is an internal view. If these two views are not linked, the results may range from slightly below optimum to bankruptcy. The purpose of this article is to show how these two views can be linked.     

Scenarios, past, present and future.

A key point in considering strategic planning is that it is not forecasting. The future is unpredictable and is not a product of the past. This low opinion of forecasting has gained in influence recently. But such an approach creates a dilemma for the strategic planner. He needs to take into account potential future forces--but he can only do this with inadequate means. Forecasting methods, however, can suggest trends and it is possible to reduce the number of possible futures to a manageable number. This is, in effect, creating scenarios. The concept of using alternative scenarios in planning was popularized some 20 years back. The proviso was made that they should not be interpreted as forecasts. The methods have proved highly flexible and include the consensus technique, the iteration-through-synopsis technique, and the cross-impact method. Various studies using one or more of these have been implemented, perhaps the best known being by Meadows and by Mesarovic. These have been based on the so-called 'hard' method, using computers. 'Soft' methods are based more on the mind and use psychology and sociology, the most familiar being the Delphi method. A somewhat more sophisticated version is Cross-Impact Analysis.