The strategic planning process

The strategic planning process can be summarized in the following steps, each with its respective components listed below:

a. Formulation of a Global Strategy

At this stage the issues to be addressed are the values ​​of the organization, that is, define a vision mindful of the Mission and the Guidelines for the Strategic Plan.

b. Formulation of Strategic Plan

At this stage the specific strategies are defined by defining the following conceptual objects:

 Perspective:

Look or key to strategy formulation can be external or internal outcome, or internal or inducing aspect results.

The authors originally raised four classical perspectives: Financial, Customer, Internal Processes, Learning and Innovation. However, considers the effects of molding the outlook for the organization in question, a perspective called "Providers" is added:

Each Perspective objectives, indicators, targets and initiatives are defined.

 Strategic Objective:

Order to be achieved surge understands where we are and where we want to ask? Or what we want to achieve? The objectives are also defined as challenges for increase, decrease or balance some aspect of the organization. The objectives are grouped into perspective.

 Strategic Indicator:

Records achievement level measurements, answers questions like: What value have achieved? in the case of quantitative indicators and have achieved what category? in the case of qualitative indicators.

 Meta:

Indicator value or limit the range at a given time can mean the fulfillment of a goal. Associated with the goal, there are three types of stakeholders, these are: De setting the goal, to meet the target and track.

 Initiatives:

Program, project or extra effort to everyday that underpins the achievement of one or more strategic objectives. To bring them to fruition two important steps, these are:

• Planning: provides the list of activities to be performed, the resources allocated and the implementation schedule.

• Monitoring: provides exactly what planning but with actual data.

 Strategic Vector:

Set of strategic objectives that form a hypothesis, with a sense of causality is postulated that one in a degree of excellence is driving the other.

 Map Cause-Effect:

It is the total set of operational scenarios that aim to achieve results. The strategic map represents a desired optimal situation in the organization. Through the same subsequent measurement-evaluation of management is facilitated. The objectives must be consistent with the Mission-Vision proposal in the state, consistent with other objectives.

In the "vertical" map sense are usually grouped by Strategic LINES or Topics. In the "horizontal" sense are grouped by Outlook. Connections between objectives are conditioned by relations of causality.

c. Formulation of the Operational Tactical Plans

This stage is defined from the previous stage, where a map that addresses the issues from individual strategic measures of each of the Strategic Objectives defined in each perspective, but establishing the actions in the short term is created.

d. Execution Plans

This step is carried out the execution, monitoring and control of strategic planning. It will not be covered by this thesis.

Benefits

 Communicate the vision and strategy throughout the organization through causal maps and indicators associated with compliance with the objectives defined at different hierarchical levels from management to operational.

 Converts corporate strategic and tactical objectives of individual measures, allowing each member of the organization knows in detail what to do to make the organization meet its goals.

 offers an overall impression of the corporate vision through the publication of the main contents of Strategic Planning to each employee.

 Aligns strategic tactical operations through the methodologies used to create strategic plans more operational levels.

 Meet quickly the state of the company through indicators modeled as semaphores, which see as mnemonic status.

 Maintain the focus on short-term, corresponding to financial results and satisfaction, without losing interest in the long term that identifies with the capacity to create the results in the future.

 allows to measure value added for business or markets. This allows comparison, generating ranking, Pareto analysis, among others.

 Lets discuss ways to enhance capabilities. This is done to identify and set goals for improvement.

 Lets unite the strategy with concrete actions. By defining indicators, targets and initiatives to each target.