Strategy
A strategy is a long term plan of action designed to achieve a particular goal,
most often "winning". Strategy is differentiated from tactics or immediate
actions with resources at hand by its nature of being extensively premeditated,
and often practically rehearsed. Strategies are used to make the problem or
problems easier to solve, and also for you to understand it more.
Interpretation
Strategy is about choice, which effects outcomes. Organisations can often
survive, indeed do well, for periods of time in conditions of relative
stability, low environmental turbulence and little competition for resources.
Virtually, none of these conditions prevail in the modern world for any
organisation or sector, public or private. Hence, the rationale for strategic
management. The nature of the strategy adopted and implemented emerges from a
combination of the structure of the organisation (loosely coupled or tightly
coupled), the type of resources available and the nature of the coupling it has
with environment and the strategic objective being pursued.
STRATEGIC PLANNING
Strategic planning is an organization's process of defining its strategy, or
direction, and making decisions on allocating its resources to pursue this
strategy, including its capital and people. Various business analysis techniques
can be used in strategic planning, including SWOT analysis and PEST analysis.
The outcome is normally a strategic plan which is used as guidance to define
functional and divisional plans, including Technology, Marketing, etc.
Strategic Planning is the formal consideration of an organization's future
course. All strategic planning deals with at least one of three key questions:
1. "What do we do?"
2. "For whom do we do it?"
3. "How do we excel?"
In business strategic planning, the third question is better phrased "How can we
beat or avoid competition?".
In many organizations, this is viewed as a process for determining where an
organization is going over the next year or more -typically 3 to 5 years,
although some extend their vision to 20 years.
In order to determine where it is going, the organization needs to know exactly
where it stands, then determines where it wants to go and how it will get there.
The resulting document is called the "strategic plan".
It is also true that strategic planning may be a tool for effectively plotting
the direction of a company; however, strategic planning itself cannot foretell
exactly how the market will evolve and what issues will surface in the coming
days in order to plan your organizational strategy. Therefore, strategic
innovation and tinkering with the 'strategic plan' have to be a cornerstone
strategy for an organization to survive the turbulent business climate.
Vision, mission and values
Vision: Defines where the organization wants to be in the future. It reflects
the optimistic view of the organization's future.
Mission: Defines where the organization is going now, basically describing the
purpose, why this organization exists.
Values: Main values protected by the organization during the progression,
reflecting the organization's culture and priorities.
Strategic planning saves wasted time, every minute spent in planning saves ten
minutes in execution.
The purpose of individual strategic planning is for you to increase your return
on energy, the return on the mental, emotional, physical and spiritual capital
you have invested in your life and career.
Every minute an individual spends planning their goals, activities and time in
advance saves ten minutes of work in the execution of those plans. Careful
advance planning gives you a return of ten times, or 1,000% , on your investment
of mental, emotional and physical energy.
Methodologies
There are many approaches to strategic planning but typically a three-step
process may be used:
• Situation - evaluate the current situation and how it came about.
• Target - define goals and/or objectives (sometimes called ideal state)
• Path - map a possible route to the goals/objectives
One alternative approach is called Draw-See-Think
• Draw - what is the ideal image or the desired end state?
• See - what is today's situation? What is the gap from ideal and why?
• Think - what specific actions must be taken to close the gap between today's
situation and the ideal state?
• Plan - what resources are required to execute the activities?
An alternative to the Draw-See-Think approach is called See-Think-Draw
• See - what is today's situation?
• Think - define goals/objectives
• Draw - map a route to achieving the goals/objectives
In other terms strategic planning can be as follows:
• Vision - Define the vision and set a mission statement with hierarchy of goals
• SWOT - According to the desired goals conduct analysis
• Formulate - Formulate actions and processes to be taken to attain these goals
• Implement - Implementation of the agreed upon processes
• Control - Monitor and get feedback from implemented processes to fully control
the operation
Situational analysis
When developing strategies, analysis of the organization and its environment as
it is at the moment and how it may develop in the future, is important. The
analysis has to be executed at an internal level as well as an external level to
identify all opportunities and threats of the new strategy.
There are several factors to assess in the external situation analysis:
1. Markets (customers)
2. Competition
3. Technology
4. Supplier markets
5. Labor markets
6. The economy
7. The regulatory environment
It is rare to find all seven of these factors having critical importance. It is
also uncommon to find that the first two - markets and competition - are not of
critical importance.
Analysis of the external environment normally focuses on the customer.
Management should be visionary in formulating customer strategy, and should do
so by thinking about market environment shifts, how these could impact customer
sets, and whether those customer sets are the ones the company wishes to serve.
Goals, objectives and targets
Strategic planning is a very important business activity. It is also important
in the public sector areas such as education. It is practiced widely informally
and formally. Strategic planning and decision processes should end with
objectives and a roadmap of ways to achieve those objectives.
The following terms have been used in Strategic Planning: desired end states,
plans, policies, goals, objectives, strategies, tactics and actions. Definitions
vary, overlap and fail to achieve clarity. The most common of these concepts are
specific, time bound statements of intended future results and general and
continuing statements of intended future results, which most models refer to as
either goals or objectives (sometimes interchangeably).
One model of organizing objectives uses hierarchies. The items listed above may
be organized in a hierarchy of means and ends and numbered as follows: Top Rank
Objective (TRO), Second Rank Objective, Third Rank Objective, etc. From any
rank, the objective in a lower rank answers to the question "How?" and the
objective in a higher rank answers to the question "Why?" The exception is the
Top Rank Objective (TRO): there is no answer to the "Why?" question. That is how
the TRO is defined.
People typically have several goals at the same time. "Goal congruency" refers
to how well the goals combine with each other. Does goal A appear compatible
with goal B? Do they fit together to form a unified strategy? "Goal hierarchy"
consists of the nesting of one or more goals within other goal(s).
One approach recommends having short-term goals, medium-term goals, and
long-term goals. In this model, one can expect to attain short-term goals fairly
easily: they stand just slightly above one's reach. At the other extreme,
long-term goals appear very difficult, almost impossible to attain. Using one
goal as a stepping-stone to the next involves goal sequencing. A person or group
starts by attaining the easy short-term goals, then steps up to the medium-term,
then to the long-term goals. Goal sequencing can create a "goal stairway". In an
organizational setting, the organization may co-ordinate goals so that they do
not conflict with each other. The goals of one part of the organization should
mesh compatibly with those of other parts of the organization.
Mission statements and vision statements
Organizations sometimes summarize goals and objectives into a mission statement
and/or a vision statement:
While the existence of a shared mission is extremely useful, many strategy
specialists question the requirement for a written mission statement. However,
there are many models of strategic planning that start with mission statements,
so it is useful to examine them here.
• A Mission statement: tells you what the company is now. It concentrates on
present; it defines the customer(s), critical processes and it informs you about
the desired level of performance.
• A Vision statement: outlines what a company wants to be. It concentrates on
future; it is a source of inspiration; it provides clear decision-making
criteria.
Many people mistake vision statement for mission statement. The Vision describes
a future identity and the Mission describes why it will be achieved. A Mission
statement defines the purpose or broader goal for being in existence or in the
business. It serves as an ongoing guide without time frame. The mission can
remain the same for decades if crafted well. Vision is more specific in terms of
objective and future state. Vision is related to some form of achievement if
successful.
A mission statement can resemble a vision statement in a few companies, but that
can be a grave mistake. It can confuse people. The vision statement can
galvanize the people to achieve defined objectives, even if they are stretch
objectives, provided the vision is SMART (Specific, Measurable, Achievable,
Relevant and Timebound). A mission statement provides a path to realize the
vision in line with its values. These statements have a direct bearing on the
bottomline and success of the organization.
Which comes first? The mission statement or the vision statement? That depends.
If you have a new start up business, new program or plan to re-engineer your
current services, then the vision will guide the mission statement and the rest
of the strategic plan. If you have an established business where the mission is
established, then many times, the mission guides the vision statement and the
rest of the strategic plan. Either way, you need to know where you are, your
current resources, your current obstacles, and where you want to go - the vision
for the future.
Features of an effective vision statement may include:
• Clarity and lack of ambiguity
• Paint a vivid and clear picture, not ambiguous
• Describing a bright future (hope)
• Memorable and engaging expression
• Realistic aspirations, achievable
• Alignment with organizational values and culture, Rational
• Time bound if it talks of achieving any goal or objective
To become really effective, an organizational vision statement must become
assimilated into the organization's culture. Leaders have the responsibility of
communicating the vision regularly, creating narratives that illustrate the
vision, acting as role-models by embodying the vision, creating short-term
objectives compatible with the vision, and encouraging others to craft their own
personal vision compatible with the organization's overall vision.