Strategic planning in government-dependent businesses

As the role of government has expanded in various countries, standard distinctions between the public and private sectors have become blurred. This paper explores the special context within which strategic planning must take place in organizations with a very high dependence on government. Four types of government dependency are considered: ownership dependency (public enterprises); regulation dependency (private, regulated firms); input-dependency (e.g. non-profits dependent on state funding); and output-dependency (e.g. defence contractors who sell a considerable portion of their output to governments).Despite their seeming differences, all four types of government-dependent organizations (GDOs) experience five distinctive problems that seriously limit the relevance of traditional planning models (or what are often referred to as ‘rational, comprehensive models’). They are: fragmented strategic decision-making authority; heightened goal ambiguity; politicization of strategic decision-making; short-term orientation and internal bureaucratization.The concepts of strategy and strategic planning are as relevant to Government dependent organizations (GDOs) as they are to other kinds of firms, although the planning system has to be designed somewhat differently. Six tentative guidelines for designing the planning system in GDOs are presented in the paper: (1) plans must be ‘negotiated’ rather than ‘formulated’ in GDOs; (2) outsiders must be involved in the planning process; (3) socio-political issues must be integrated with technoeconomic tissues; (4) top management must play an active role in running the system, especially in managing interfaces with government; (5) the planning system should emphasize flexibility over discipline or rigor and (6) plans must be written up with the expectation that much of their contents could become public knowledge.The paper concludes with the view the GDOs may have a lot to learn from one another despite superficial differences in institutional status (public vs private) and nature of goals (for- profit vs not-for-profits).     

Strategic Planning in the Malawi Public Sector: Potential Tool for Progress or Regression?

The process of developing strategic plans in the public sector is regarded as one indicator of positive reform in the system. The assumption is that strategic planning ensures that (just like in the private sector) public sector organizations’ operations should cost less but deliver better service. Ultimately the argument is that public sector institutional governance and responsiveness to the citizenry is not only seen but felt. However, strategic planning has to be done in an appropriate manner for it to deliver. For instance an analysis of the underlying motives, the role of leadership in the process as well as the relevance or viability of the guiding strategic planning model significantly affect the nature of expected results. In the early 2000s, the Malawi public sector embarked on a serious drive towards strategic planning process as part of its reform package. In order to ascertain it’s potential to transform the Malawi public service, this paper focuses at critically analyzing the strategic planning process in the Malawi public sector by among other things asking: who initiated and led the process? What approach determined the process? What is the possible potentiality of the adopted strategic planning approach in enhancing the reform agenda in Malawi? Based on interviews with senior officers in key Malawi public sector institutions, the paper concludes that the strategic planning process is ‘transitional and fluid’ hence lacks the clout to effectively enhance reforms in this sector. Another finding is that lack of effective leadership has largely contributed to the status quo.     

Spatial Planning in Ghana: Exploring the Contradictions

The purpose of this research is twofold: to explore the complexity of spatial plan preparation and implementation in Ghana using Kumasi as a case study; and second, to examine the contradictions of spatial plans and ‘actual development’ occurring in Kumasi. Using social science research methods (semi-structured interviews) and physical survey (land use plans), findings indicate that spatial planning in Kumasi is a bureaucratic process hijacked by urban planning agencies with limited involvement of urban residents. As a result, urban development is considerably influenced by spontaneous informal development patterns (i.e. self-organization). This phenomenon of self-organization is expressed in a context of uncertainty created by weak spatial planning system which encourages haphazard development. Regrettably, in Kumasi, self-organization is often overlooked by spatial planning agencies as they focused on rigid and exclusionary spatial plans. This paper advocates consideration and integration of self-organization processes in spatial planning efforts to respond adequately to the urban development challenges confronting Kumasi.     

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.     

Strategic planning for social and political change

Formalized planning is currently applied to planning for operations and capital investment, planning for products and markets, and occasionally for manpower. However, there is little evidence that companies are producing formal plans and programmes to deal with social and political change. Unfortunately, public opinion is moving against business, action groups inside and outside companies are challenging the authority of management, and public officials and politicians are already framing new laws and regulations. Unless managers begin to get more involved in the framing of these controls they are likely to find laws enacted and enforced by people who have little knowledge or sympathy with business. In this article the author points up the necessity to assess the social and political challenge to their business, and formulate and implement social and political strategies and plans aimed at ensuring the survival and prosperity of their organisations.     

Public planning and political strategy

Planning theory and practice derived from corporate experience, management science and rational decision theory have had little influence on decision-making in the public sector. The political environment and organizational complexity of public decision making render conventional approaches to objective, rational, comprehensive planning of limited value in government agencies and in private corporations involved in public policy making. A more effective approach to strategic planning and management must be based on an understanding of the political dynamics through which policies are made. It must adopt a variety of styles directly related to major functions in the policy making process and use a variety of political intervention and influence techniques that facilitate the implementation of plans and policies.     

Co-Opting the Streets of Liverpool: Self-Organization and the Role of Local Authorities

ABSTRACT

Within the context of austerity politics, there is an increasing emphasis on regeneration initiatives that originate in civil society itself. While community-led contributions are supported by local authorities for their self-organisation and empowerment of communities, ownership of the planning process allows the local authority to retain power over the community, and subsequently co-opt initiatives in the interest of their own wider regeneration plans. However, given communities often lack resources, the involvement of the local authority is often necessary to ensure future development. This paper argues that this dynamic places community-led schemes at risk of co-optation, meaning plans are community-outsourced rather than facilitating the potential of self-organisation by communities.     

Formal strategy in public hospitals

This paper suggests that the difficulties associated with the application of formal strategic planning in public professional service organizations may have been underestimated in much of the literature. A survey of written strategic plans produced by Canadian hospitals showed that these plans were often heavily oriented towards expansion, ambiguous and rather loosely integrated, leading to questions concerning their realism and utility as a basis for strategic decisions. This phenomenon seems symptomatic of the complex (and often highly political) decision making environment faced by hospital administrators (and by managers of other professional service organizations such as universities and social service agencies). It is concluded that the benefits of formal planning may be different and less tangible for these organizations than for private business.     

A Hierarchical Product Development Planning Framework

Uncertainty in new product development (NPD) planning embraces market, creative, technological, and process dimensions to a much greater extent than in non‐NPD project planning. Yet, NPD management is becoming increasingly decentralized, both within the firm and across the supply chain. Hence, planning for NPD uncertainty often results in path‐dependent scenarios cutting across the strategic, tactical, and operational levels of planning. To coordinate this resulting complexity, we propose a stochastic hierarchical product development planning framework with multiple recourses, i. e., corrective actions, to maximize performance across a firm's entire NPD program. We also argue the necessity for a fourth planning level, the infrastructural, that reestablishes norms for market projections, technological forecasts, scheduling, and requirements as latent uncertainty in the environment is continually revealed. An illustration from the automotive industry is presented to demonstrate a deployment of our framework. We additionally discuss the applicability of this framework for managing NPD capabilities over time.     

Capacity for Stakeholder Participation in Recovery Planning

It is generally accepted that meaningful participation by a representative, well-informed public contributes to a better plan. We surveyed the lead official responsible for the development of recovery plans in a sample of US Atlantic and Gulf Coast counties to determine capacity for stakeholder participation. We report on a variety of engagement techniques that were positively associated with an increase in participation in recovery plan development. We also link increased participation with better plan quality scores in plan quality principles. Investing human and fiscal resources in participation can increase involvement in the planning process and improve recovery plan quality.     

Planning Your Way to Job Growth

This paper examines the impact of comprehensive community planning on job growth in a US setting. Comprehensive planning is carried out in many communities, usually at the city or county level. Analyzing county-level data from the state of Georgia collected using a survey of planning professionals, we find that several aspects of planning and the subsequent implementation of the plan can have large impacts on job growth. We find that zoning standards increase job growth, but that it makes little difference how strict those zoning standards are. The largest increases in job growth can be captured simply by consistently following the adopted plan. This is likely due to the signal sent by following the plan that the local government can be trusted to keep other promises made in the process of attracting new businesses. Finally, the most innovative comprehensive plans were associated with lower job growth, at least within our 5-year post-plan study period, perhaps because already struggling communities pass innovative plans in hopes of correcting their shortcomings. The lesson our research holds for planners is that following the plan is likely more important for its success related to economic development than the particular features in the plan.     

Livability of Urban Public Spaces in Northern Swedish Cities: The Case of Umeå

This study explores how winter conditions are taken into accountin urban planning in the city of Umeå in northern Sweden. Snowand harsh winter conditions are to some extent considered in urban planning in most northern towns in Sweden. Besides that, snow and ice could also be elements in the city attracting people and contribute to the design of public spaces. Current plans and interviews with planners were complemented with participatory observations. The results show that public spaces designed for both winter and summer seasons are preferred.     

Improving Participation in Green Infrastructure Planning

Green infrastructure is a strategic planning concept that is able to address environmental, social and even economic problems by supplying a variety of benefits for society. Especially in times of public financial crises and spatial transformation, it is important to ensure that those services are high quality to guarantee that they will provide the intended benefits by integrating stakeholders’ knowledge and experience into green infrastructure planning. Active stakeholder participation leads to legitimate and informed future planning that accounts for society’s needs. This paper investigates participation approaches of six green infrastructure investments in Belgium, the UK, Germany and the Netherlands. The major aim is to explore how and when participation should take place to optimize participation in green infrastructure planning. This is achieved by surveying the stakeholders involved and conducting stakeholder discussions to identify their views on the participation approaches employed and their integration into the planning process. We found that stakeholders were generally satisfied with how they were involved but desired a broader and more tailored mix of approaches. Furthermore, we found several Arnstein gaps, which lead us to conclude by suggesting recommendations that are helpful for successful participation in green infrastructure planning.     

Information for more effective strategic planning

This paper illustrates how an entity—called a ‘strategic data base’ (SDB)—can be developed to provide important information in a form which makes it directly useful in various phases of a strategic planning process. The strategic data bases are concise statements of the organizational and environmental situations which define the organization's most salient problems, opportunities, and constraints. These SDBs may be developed through a participative process involving tasks forces which are made up of managers representing the diverse interests of the organization. The strategic data bases thereby become important informational inputs to planning which can directly serve to enhance the quality of planning decisions. Moreover, the process of developing SDBs can be an important learning device for those middle managers who can become involved in such a process at a much earlier point in their career than that at which they might normally engage substantively in the organization's overall strategic choice process.     

The decision-making process for strategic adaptation

This paper deals with a research study sponsored by the Italian National Committee for Research (CNR), which involved the comparative analysis of 16 medium-large firms operating in a variety of technological and environmental conditions. The study analyzed the discontinuity and contingent nature of the planning process, and the relevance of tactical actions to adaptation. The comparative study demonstrated the impact of environmental change on the organizational structure and, to a certain extent, also on the form of strategic adaptation. A high degree of formality of the planning process did not appear to ensure an effective strategic formulation.     

Strategic Information Systems Planning: Planning System Dimensions,Internal Coalignment,and Implications for Planning Effectiveness

Improving strategic information systems planning (SISP) remains a critical concern of both practitioners and academics. To date, a rather large number of studies have examined or proposed analytical techniques, frameworks, and tools for developing strategic plans. As a direct consequence of this emphasis, methodologies have often become the basis for characterizing the entire process of SISP within the information systems literature. Recent theoretical work suggests that such characterizations are unnecessarily narrow and that planning activities within organizations can be more accurately conceptualized as systems of behaviors, agendas, or process dimensions. Working within this contemporary theoretical perspective, the findings of this study suggest that SISP can be operationalized along distinct dimensions of comprehensiveness (extent of solution search), formalization (rules and procedures to guide activities), focus (creativity or control), flow (top down, bottom up), participation (number and variety of planners), and consistency (frequency of planning cycles). Similar to previous theoretical work and case studies, higher order factor modeling of these dimensions suggests that planning systems that exhibit aspects of rationality (high comprehensiveness, high formalization, control focus, top-down flow), and adaptation (high participation, high consistency) are positively associated with planning effectiveness.     

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.     

Integrating strategic issues into strategic management

The notion of a ‘strategic issues’ is rather pervasive in the field of planning in both conceptual [5, 19] and practical contexts. For instance, sometime ago the Wall Street Journal [41] reported that at least 50 large firms have created positions of ‘issues management director’; a dramatic increase in the number of such positions. ‘True’ strategic issues have a readily apparent importance to any organization; yet the process of identifying such issues and of integrating them into strategic planning and management is not well developed. Most treatments of strategic issues deal only with specific segments of the overall process through which relevant issues may be initially identified and finally translated into appropriate strategy [e.g. 5, 17]. This paper demonstrates that it is practical to develop a comprehensive process of ‘strategic issue management’ (SIM) that will facilitate the systematic identification, assessment and analysis of such issues. Such a process can ensure that issue-related factors are fully integrated into the formulation and implementation of strategy and plans. As such, SIM is a process whereby strategic issues may become an integral element of strategic management.     

Planning for strategic decision support systems

The emergence of Strategic Decision Support Systems has opened up new vistas for the true integration of formal models into the strategic planning process. However, with these new opportunities also come the need to develop planning mechanisms that will permit these sophisticated systems to achieve their potential. The process of strategic planning for Strategic Decision Support Systems that is described in this article serves to cast the organization's overall plans, strategies and strategic attributes into a framework that can be used to develop formal SDSS plans.