Kamis, 17 November 2011

Trategic Planning And Operasional Planning


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.
In order to determine where it is going, the organization needs to know exactly where it stands, then determine where it wants to go and how it will get there. The resulting document is called the "strategic plan."
While strategic planning may be used to effectively plot a company's longer-term direction, one cannot use it to reliably forecast how the market will evolve and what issues will surface in the immediate future. Therefore, strategic innovation and tinkering with the "strategic plan" have to be a cornerstone strategy for an organization to survive the turbulent business climate.
In business strategic planning, some authors phrase the third question as "How can we beat or avoid competition?" (Bradford and Duncan, page 1). But this approach is more about defeating competitors than about excelling.
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 (long term), although some extend their vision to 20 years.
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 them.
One of the core goals when drafting a strategic plan is to develop it in a way that is easily translatable into action plans. Most strategic plans address high level initiatives and over-arching goals, but don't get articulated (translated) into day-to-day projects and tasks that will be required to achieve the plan. Terminology or word choice, as well as the level a plan is written, are both examples of easy ways to fail at translating your strategic plan in a way that makes sense and is executable to others. Often, plans are filled with conceptual terms which don't tie into day-to-day realities for the staff expected to carry out the plan.
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).
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).


Values: Beliefs that are shared among the stakeholders of an organization. Values drive an organization's culture and priorities and provide a framework in which decisions are made. For example, "Knowledge and skills are the keys to success" or "give a man bread and feed him for a day, but teach him to farm and feed him for life". These example values may set the priorities of self sufficiency over shelter.
Strategy: Strategy, narrowly defined, means "the art of the general" (from Greek stratigos). A combination of the ends (goals) for which the firm is striving and the means (policies) by which it is seeking to get there. A strategy is sometimes called a roadmap which is the path chosen to plow towards the end vision. The most important part of implementing the strategy is ensuring the company is going in the right direction which is towards the end vision.
Organizations sometimes summarize goals and objectives into a mission statement and/or a vision statement. Others begin with a vision and mission and use them to formulate goals and objectives.

STRATEGIC PLANNING PROGRESS
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 / Proposal - 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

SCOPE
  1.  Environment
  2.  company's internal state
  3.  Forecasting 

THE BENEFITS OF STRATEGIC PLANNING
  •  Determine the limits of business / business. Selecting the focus area of ​​business that will be developed based on all layers of management.
  •  Provide direction of the company. Determine the boundaries of business and the direction of the company are two sides of same coin which underlies or produced. Secondly it is the basis of priority setting corporate policy and action in the face ofenvironmental change.
  •  Directing and shaping corporate culture. Strategic plan to support the direction and the formation of corporate culturethrough a process of interaction, bargaining, or reciprocalcommunication.
  •  Maintain a consistent policy and appropriate.
  •  Maintain flexibility and stability operations.
  •  Facilitate the preparation of the annual activity plan and budget.


OPERASIONAL PLANNING

Operational planning is a subset of strategic work plan. It describes short-term ways of achieving milestones and explains how, or what portion of, a strategic plan will be put into operation during a given operational period, in the case of commercial application, a fiscal year or another given budgetary term. An operational plan is the basis for, and justification of an annual operating budget request. Therefore, a five-year strategic plan would need five(5) operational plans funded by five operating budgets.
Operational plans should establish the activities and budgets for each part of the organisation for the next 1 – 3 years. They link the strategic plan with the activities the organization will deliver and the resources required to deliver them.
An operational plan draws directly from agency and program strategic plans to describe agency and program missions and goals, program objectives, and program activities. Like a strategic plan, an operational plan addresses four questions:
  • Where are we now?
  • Where do we want to be?
  • How do we get there?
  • How do we measure our progress?
The OP is both the first and the last step in preparing an operating budget request. As the first step, the OP provides a plan for resource allocation; as the last step, the OP may be modified to reflect policy decisions or financial changes made during the budget development process.
Operational plans should be prepared by the people who will be involved in implementation. There is often a need for significant cross-departmental dialogue as plans created by one part of the organisation inevitably have implications for other parts.
Operational plans should contain:
  • clear objectives
  • activities to be delivered
  • quality standards
  • desired outcomes
  • staffing and resource requirements
  • implementation timetables
  • a process for monitoring progress.

Operational Plan is the third part of your completed Strategic Plan. It defines how you will operate in practice to implement your action and monitoring plans – what your capacity needs are, how you will engage resources, how you will deal with risks, and how you will ensure sustainability of the project’s achievements.
An Operational Plan does not normally exist as one single standalone plan; rather the key components are integrated with the other parts of the overall Strategic Plan.
The key components of a complete Operational Plan include analyses or discussions of:

• Human and Other Capacity Requirements – The human capacity and skills required to implement your project, and your current and potential sources of these resources. Also, other capacity needs required to implement your project (such as internal systems, management structures, engaged partners and Network NOs and POs, and a supportive legal framework).
• Financial Requirements – The funding required to implement your project, your current and potential sources of these funds, and your most critical resource and funding gaps.
• Risk Assessment and Mitigation Strategy – What risks exist and how they can be addressed.
• Estimate of Project Lifespan, Sustainability, and Exit Strategy – How long your project will last, when and how you will exit your project (if feasible to do so), and how you will ensure sustainability of your project’s achievements.


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