Implementation of Business Planning Strategies to Achieve the Vision
Many years ago understood that strategic planning as a road map that companies and institutions could develop and implement rigidly to achieve its vision has been questioned. I remember perfectly well that we did of Henry Mintzberg in his “Rise and Fall of Strategic Planning” (1994) when he explained that it was all a bit trickier to do a SWOT, issue a mission and deployment strategies.
The dialogue with the changing environment going to be a critical variable in strategic planning incorporating new concepts as emerging strategies. It has rained a lot and Mintzberg’s book maintains interest.
Strategic planning continues to be challenged classical and new questions will rain down from three different perspectives: the changing context, the emergence of innovation as a competitive basis and the priority talent.
Xavier Ferrer in his thesis on innovation seriously questions the validity of the classical strategic planning, arguing that the competitive bases to survive in mature markets are more able to innovate in the ability to plan rigidly. Ferras sensational, we review the history of management and innovation stands as a post-strategic planning.
In addition, discussions have talent shows again the importance that some organizations have historically given the talent over the strategy with an argument could be summarized as: “hire the best and you know what to do at all time.” This would apply to institutions like the University of Cambridge who follows this maxim for centuries and has not gone wrong.
Nevertheless, neither the companies nor the institutions can not live without direction. They need a vision that mobilizes, which serves to align the internal decision-making processes and that might serve to manage the relationship between resources and priorities.
Do you continue to develop strategic plans make sense? Absolutely. Do you still regard them as having 25 years ago? Absolutely not.
Today, strategic plans should serve as a permanent form to order the change, to establish mechanisms related to the changing contexts to establish policies regarding the talent and generate a model of innovation.
The strategic plans are not a good tool for defining in detail what each organization must make in each of its corners, but to keep a steady course, a vision and build instruments for thinking every moment that is what allows us to approach closer to our goals.
Norman Wolfe is right when he insists that in most cases the organizations (like people) are semi-automatic responses to the ratio of day to day with the environment. Strategic planning does not currently have the function of establishing structures and firmware. In contrast, strategic planning makes sense in that it allows respond quickly to the need for permanent change and manage the way we respond to this constant change in the context of the vision to which we aspire.
We can not work without horizon, we can not communicate without direction, we can not develop innovative paths without vision.