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Strategic Plans Identify, solidify and define your market strategy, direction, operations, and decision making processes on allocating resources to pursue your strategy. To help determine the future direction of your organization, we utilize micro and macro economic analytics to understand your current position and the possible avenues through which you can pursue particular courses of action. Strategic planning deals with the key question of how you organization will succeed.
Many organizations view strategic planning as a process for determining where an organization is going over the 3 to 5 years (short term), and some extend their vision to 20 years (long term). The key components of strategic planning include enterprise vision, mission, values and strategies. Our strategic planning initiatives involve:
Vision: Outlines what the organization wants to be, or how it wants the world in which it operates to be (an "idealised" view of the world).
Mission: Defines the fundamental purpose of an organization or an enterprise, succinctly describing why it exists and what it does to achieve its vision.
Values: Beliefs that are shared among the stakeholders of an organization. Values drive an organization's cultureand priorities and provide a framework in which decisions are made.
Strategy: Strategy, narrowly defined, means "the art of the general" 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 strategyis ensuring the company is going in the right direction - defined as 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. Mission and vision statements are distinct, with the vision being a descriptive picture of a desired future state, and the mission being a statement of a rationale, applicable now as well as in the future.The mission is therefore the means of successfully achieving the vision.
For your vision and mission to be effective, they must become assimilated into the organization's culture. They should also be assessed internally and externally. The internal assessment focuses on how members inside the enterprise interpret and actualize their mission statement. The external assessment includes all businesses stakeholders and is extremely valuable since it offers a different perspective. The discrepancies between these two assessments can provide insight into their effectiveness. We help ensure consistency between internal and external mission assessments through specific techniques designed to systematically evaluate the effectiveness of strategic plans:
Among the most widely used tools for strategic planning is SWOT analysis which means (Strengths, Weaknesses, Opportunities, and Threats). The main objective of tool is to analyze internal strategic factors, strengths and weaknesses attributed to the organization, and external factors beyond control of the organization such as opportunities and threats.
Other tools include:
Balanced Scorecards, which creates a systematic framework for strategic planning;
Scenario planning, which was originally used in the military and recently used by large corporations to analyze future scenarios.
PEST analysis (Political, Economic, Social, and Technological)
ASSIMPLER Blueprinting - The Business Blueprinting of the organization is designed based on the ASSIMPLER framework (based on work of Mandar Vanarse). ASSIMPLER stands for Availability, Scalability, Security, Interoperability, Maintainability, Performance, Low cost of ownership, Estendability and Reliability - applied to business services and processes.
STEER analysis (Socio-cultural, Technological, Economic, Ecological, and Regulatory factors)
EPISTEL (Environment, Political, Informatic, Social, Technological, Economic and Legal).
ATM Approach (Antecedent Conditions, Target Strategies, Measure Progress and Impact). Once an understanding of the desired endstate is defined, the ATM approach uses Root Cause Analysis (RCA) to understand the threats, barriers, and challenges to achieving the endstate. Not all antecedent conditions identified through RCA are within the direct and immediate control of the organization to change. Therefore, a review of organizational resources, both human and financial, are used to prioritize which antecedent conditions will be targeted. Strategies are then developed to target the prioritized antecedent conditions. Linking strategies to antecedent conditions ensures the organization does not engage in activity traps: feel good activities that will not lead to desired changes in the endstate. Once a strategy is defined then performance measures and indicators are sought to track progress toward and impact on the desired endstate.
Our Strategic Plan Services Include:
Strategic Planning Model that utilizes micro and macro economic analysis and SWOT Analysis, as well as other tools mentioned above, IT, superior analytics driven performance solutions for ERP, ERM, and Best Practices.
The Strategic PlanningPlatform includes mobile virtual collaboration tools, problem identification, process flowcharting, balanced scorecards, brainstorming sessions, flowcharting, problem interrelations diagrams, consensus building tools, cause & effect diagrams, Data Analysis, Forcefield Analysis, feasibility analysis, solution building, testing, and standardization.