Horizons for strategic planning

In this paper we present a normative model for setting time horizons for planning. Provided that certain conditions are met, we can state that only part of the future is relevant for present strategic planning, and a study of the future beyond that time horizons is a waste of resources.Following the introduction the impact of predetermined planning horizon on planning is discussed. Next, the model is presented: the problem is defined, developed and solved. The discussion of the model is designed to incorporate—and to show its implication on—existing views and methods for setting time horizons for strategic planning. Thus, simplifying assumptions which facilitate the mathematical solution of the problem, are discussed and relaxed in order to show how realistic situations are illuminated by the model.     

Environmental scanning and forecasting in strategic planning—The state of the art

The objective of this paper is to shed some light on the practical state of the art of the environmental scanning and forecasting function in organizations. Planners were questioned through a multi-faceted survey and the findings supported the conclusion that organizations have not yet widely developed sophisticated systems and integrated their outputs into the strategic planning process.     

Futures studies versus planning

The growing interest in the study of the future and the increasing number of organizations and commissions in this field, raises the question of how this area of study is to be distinguished from conventional planning. One may wonder about this question, since there would appear to be correspondence, or at least similarity, in that both are future-oriented and express thinking about the future. The thesis of this paper is that despite the similarity between planning and futures studies and their inter-relationship, it is possible and even desirable to distinguish between them, a distinction which has both analytical and practical significance. A conceptual framework based on this distinction will be presented and its implications examined.     

Developing a planning culture for more effective strategic planning

The literature of long-range planning is replete with justifications of the need for strategic planning and admonitions concerning its critical importance. However, both the literature of planning and its practice, as manifested in a variety of organizations as diverse as industrial firms, educational systems and law enforcement agencies, are deficient in specifying proven techniques and methodologies for marshalling organizational resources to effectively implement strategic planning.Over a period of years, the authors have consulted with a variety of business organizations and public agencies in the development and implementation of long-range planning processes. From this work has come an empirically-tested conclusion that the success of long-range planning in an organization is less sensitive to the parameters of the planning techniques that it is to the overall culture within which the planning is accomplished. Since most of the non-pontifical literature of planning focuses on planning techniques and specifications for planning processes, these conclusions suggest a critical void in planning methodology.     

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.     

Using strategic planning to drive strategic change

This article describes a case history of strategic planning, learning and change within a major division of Dowty plc. At Dowty CASE, a telecommunications company, the management team used strategic planning as a structured learning process to generate strategic change. There are many lessons which academics and practitioners alike can learn from this case of strategic planning and change in action.     

企业信息化战略规划的一种新的分析框架模型

对已有的企业信息化战略规划方法进行了评述.基于业务流程的价值分析和变革性分析,提出了一种新的企业信息化规划的分析框架模型.模型强调对价值链设计的快速响应能力,着力体现信息基础设施与应用的动态一致性,同时希望具有较强的支持高层决策的能力.     

Computer assisted strategic planning

This paper describes a representative, sectionalized, computer assisted strategic planning system, as developed and used by the authors. It suggests that the future direction of such programmes—with several already in use—is toward the development of approaches which combine simulation and linear programming to simultaneously address long and short-term objectives.     

An early warning system for strategic planning

Early warning indicators, weak or strong signals, alert coefficients, early warning or recognition systems and other terms can be found more and more frequently in the business related literature. Some progress-minded companies have adopted the theory and are about to initiate operational future observation systems, well adjusted to their own objectives. The author points out the significance and the advantages to a company of introducing an early warning or early recognition system and discloses the risks and problems that are associated with an improper implementation. He then outlines the different ways of utilizing the instrument of strategic early recognition for large and medium-sized enterprises.     

Designing communication support systems for strategic planning

While as a distinct and intermittent managerial activity planning is slowly dying, in a systematic and continuous context it is rapidly growing! More and more organizations are beginning to realize that planning entails ongoing learning and adaptation of people rather than one-shot, pseudo-scientific analysis of abstract problems. To facilitate this fundamental transformation in organizational thinking, new electronic management support systems are being created. These systems will facilitate collaborative problem exploration through improved managerial communication. In effect, they will actively assist managers to understand and manage the relationships between the strategic planning process and the other corporate processes such as budgeting, capital investment, performance evaluation and employee compensation.     

Integrating forecasting and planning

Specialization inhibits or prohibits interdisciplinary communication among diverse areas. It contributes to segmentation, which becomes a serious problem when several of those areas should depend upon knowledge which exists in other fields. Forecasting and Planning are two such areas, and it is the purpose of this article to show how planning can benefit by the proper utilization of existing knowledge in the field of forecasting.     

The hazards of strategic planning for global markets

Global strategic marketing planning has emerged as a key process in managing today's worldwide marketplace. This survey of 90 large American global corporations reveals that most are bottom-up planners. US firms appear to have distinct cost and numbers orientations. Industry and competitive analyses are used in many companies, although managers appear to lack suitable frameworks for SWOT analyses. Economic climate changes tend to be most disruptive to global planning efforts. When faced with non-achievement of goals, most firms reformulate both objectives and strategies.     

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.     

A framework for strategic planning in multinational corporations

In this article the author describes how the adaptation and integration requirements of several corporations within the multinational environment were analyzed. A pattern of planning tasks for multinationals is then described which simplified planning while utilizing further task specialization.     

Financial issues in strategic planning

In this article the author considers a variety of financial issues which have an important bearing on strategic planning. Mr. Zettergren develops a financial model in the article with the objectives of making it easy to comprehend yet detailed enough to account for most pertinent factors.     

Corporate strategic planning in practice

Practical approaches have now been developed for use in corporate strategic planning. These methods can be applied to any type and size of business organization anywhere.     

A national strategic planning model

Can nations choose among several possible futures, or is the future pre-determined on the basis of geographic, demographic, cultural, economic and political features? The author maintains that newly developing patterns may well change the traditional deterministic characteristics of society, and that it is possible for nations to be masters of their own future. This will depend on the development of sophisticated and democratic national planning processes.     

Creative strategic planning using imagery

Strategic planning is often dominated by left-brain thinking which emphasizes rational, analytical techniques. Imagery is a technique which has been widely applied in other disciplines such as sports, medicine, learning and counselling, which can be used by planners to enhance more right-brain thinking. The technique is especially useful for creative thinking in scenario building and goal setting. This paper reviews the technique, explains how it has been used in other fields, and how it can be used to enhance planning.     

Technological forecasting as a guide for managerial planning

The author discusses the limitations of statistical forecasting as a guide to managerial planning, with specific reference to technological and market changes in the glass industry. He advocates the use of a Forecast Adjustment Matrix as a framework for identifying marketing and technological factors which might produce significant deviations from established trends. Finally, he suggests that the analysis and adjustment of technological and market trends should be made periodically. The whole technological forecasting operation should be formalized and it should be made the specific responsibility of one organizational unit within the company.