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Choose the Best Model -- and Customize It as You Go Along
There is no one perfect strategic planning process, or model, to use the same way all the
time with every organization. Each organization should customize the best approach to suit
the culture of its members, the current situation in and around the organization, and the
purpose of its planning.
This Web page briefly describes several different models of strategic planning, along with
basic guidelines for choosing each. There is no strong agreement among experts in strategic
planning as to which approaches are indeed models or how each is best implemented. The
purpose of this Web page is to present different perspectives and options regarding strategic
planning to help planners ensure their plans are the most relevant, realistic and flexible.
Planners can select the most appropriate model and then modify it to suit the nature and
needs of their organization. For example, different organizations might have different names
for the different phases and emphasize certain phases more than others in the model.
This document does not include detailed descriptions and directions for implementing each
model. Those are available in the articles and books referenced in the topic All About
Strategic Planning in the Free Management Library at managementhelp.org .
6. Organize items 1-3 into a Strategic Plan and items 4-6 into a separate one-year
Operational Plan.
3. People meet regularly to report the actions that they took and what they learned from
them. The vision might be further clarified during these meetings.
4. Occasionally, the vision and the lists of accomplished and intended actions are included in
a Strategic Plan.
3. Establish goals to more effectively align operations to achieving the overall goal. Methods
to achieving the goals might include organizational performance management models, for
example, Business Process Re-engineering or models of quality management, such as the
TQM or ISO models.
4. Include that information in the Strategic Plan.
Similar to issues-based planning, many people might assert that the alignment model is
really internal development planning, rather than strategic planning. Similarly, others would
argue that the model is very strategic because it positions the organization for much more
successful outward-looking and longer term planning later on.
Reference
McNamara, C. (2000). Field Guide to Nonprofit Strategic Planning and Facilitation,
Authenticity Consulting LLC, Minneapolis Minnesota
http://managementhelp.org/strategicplanning/models.htm
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In other conditions you can choose planning process models using the following key criteria.
A number of useful strategic planning models or approaches have developed to suit different
organizational contexts and management styles.
organizational environment
organizational health
attitudes to 'planfulness'.
Organizational environment
The degree of stability or turbulence of the environment may influence the duration and sequence of
elements in the strategic planning process. A very stable environment may permit or encourage a
more considered, or 'leisurely' approach, with a great deal of time for data analysis, and widespread
consultation. a rapidly changing or very turbulent environment may require a more rapid fire
approach.
The kind of influence exerted over the governance of the organisation and what is, and who is,
included in any strategic planning process may influence the model of strategic planning employed.
For example, a government business enterprise (GBE) or public service agency may be required by
legislation to follow a particular approach to strategic planning, or as it is still sometimes called in the
public sector corporate planning.
Organizational health
The state of organizational health may influence the strategic planning approach. The above list of
things warning against doing planning at all should be considered.
An organization in some kind of trouble may be advised not to do strategic planning at all, and a
small thriving organisation may be able to manage strategic thinking informally. When a company is
going bust, the focus should be on immediate rescue or winding up processes, not long range
performance improvement through strategic planning. Any organization run by an autocrat would be
wasting everyone's time by engaging on elaborate participative processes. When a brief major
upheaval is in prospect, then the quality of attention needed for strategic planning may be in short
supply, and should be deferred.
Stage of development of the organization
Where an organizational is in its life cycle may be important in the choice of strategic planning.
The small and very entrepreneurial start-up organisation may be so driven by an almost missionary
zeal, by the focus on a particular market, application of a new invention, or similar passion, that no
special formal effort at strategic planning is required.
As an organisation grows it reaches a threshold where it needs to introduce more professional
management practices, and one of these probably should be formal strategic planning. However the
model of strategic planning appropriate for the first formal introduction of the process might be a
good deal simpler than that required in the complex group structure of a multinational business.
Structure of the organization
The structure of managerial accountability, the geographic scope, multiplicity of lines of business,
may all require adjustments to the sequencing of tasks, and issues around who should be involved
in various decision processes, as well as the sophistication of necessary data gathering for the
decision-making.
Organizational purpose
The strategic planning approach used may also be influenced by whether or not an organisation is a
for-profit business or a non-profit organisation.
Strategic planning models for nonprofits can become especially complex. This is because of the
usual insistence on having multiple objectives, and including scope for a multiplicity of stakeholders
or interest groups. In this case a structured planning model can be very useful.
In the area of land resources and community economic development. It not only represents the
planning tools required for a comprehensive strategic plan, it also captures the key elements of
project management, stakeholder consultation and process feedback loops to ensure that there is
flexibility built into the process that will allow for adjustments during the project life cycle.
Attitudes to 'planfulness'
Some organizations by tradition or by management style, or the kind of people employed in them
have different attitudes to being involved in formal planning processes. Academic institutions have
issues over status of the persons involved in planning and decision making that may not correspond
to the managerial accountability hierarchy in the administrative area of the organization, and this
may set up a need for separate lines of data analysis and decision making, as well a structuring
clear opportunities for different groups to be involved in debating the issues to be addressed. Some
creative organisations in the arts area for example may reject anything that seems excessively
formal, rationalistic, or bureaucratic in nature. Selecting you strategic planning framework needs to
take these things into account.
Reference
http://www.simply-strategic-planning.com/strategic-planning-models.html
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Conclusion
There are a variety of perspectives, models and approaches used in strategic
planning. The way that a strategic plan is developed depends on the nature of the
organization's leadership, culture of the organization, complexity of the
organization's environment, size of the organization, expertise of planners, etc
(McNamara, 2000). As we have mentioned, there are a variety of strategic planning
models, including basic strategic planning, goal-based, alignment, scenario, and
organic model. However, in seeking to obtain a better fit between the models and
the organizations within the public sector, it is the models that must be adapted
rather than twisting the reality of the actual organizations (Poister and Streib, 2005).
BCRU developed its own model of strategic planning, by selecting mostly the
basic strategic planning and the issue-based (or goal-based) planning models and
modifying them depending on its processes and activities. Strategic planning for
public and non-profit organizations is important and probably will become part of
the standard repertoire of public and non-profit planners. It is important, of course,
for planners to be very careful about how they engage in strategic planning, since
every situation is at least somewhat different and since planning can be effective
only if it is tailored to the specific situation in which it is used (Ring and Perry,
1985). Since strategic planning tends to fuse planning and decision making, it