Strategic Planning – vital for any business

 pretty-glamorousSee on Scoop.itDesigning design thinking driven operations

Strategic planning is a vital undertaking for any organization. Most successful organizations have a comprehensive method of strategic planning that is revised periodically.

The interval between planning sessions has diminished over the past few years. The interval used to be about five years. These days, it’s closer to 2 years in many organizations. As a rule, the more the organization is impacted by technological developments, the shorter the interval. These days, with the global and national economic system as uncertain as it is, strategic planning is more difficult, but more important, than ever.

Plans do not always succeed in their execution. There are a variety of reasons for this, but most fall into the following categories:

1. Lack of motivation and personal ownership

2. Poor communication

3. Idea behind the plan is too vague

4. Passive management

5. No/poor Leadership

For a plan to succeed, there needs to be a connection with the real world, not just an idealized vision. The real world includes (among others) items such as:

~ Technology

~ Customer expectations

~ Employees

~ Resources

~ Local and national Economy

~ Demographics

Fred Zimny‘s insight:

And your business is also professional and personal goals

See on workforcesolutions.stlcc.edu

 

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McKinsey Quarterly’s 10 articles 2012

In this, our final Top Ten Newsletter of 2012, we’ve rounded up the most popular articles among readers this year. Read them today and join the conversation.
Demystifying social media 1. MARKETING & SALES
Demystifying social media
As the marketing power of social media grows, it no longer makes sense to treat it as an experiment. Here’s how senior leaders can harness social media to shape consumer decision making in predictable ways.
[includes interactive]
How leaders kill meaning at work art 2. GOVERNANCE
How leaders kill meaning at work
Senior executives routinely undermine creativity, productivity, and commitment by damaging the inner work lives of their employees in four avoidable ways.
The executive's guide to better listening art 3. GOVERNANCE
The executive’s guide to better listening
Strong listening skills can make a critical difference in the performance of senior executives, but few are able to cultivate them. Here’s how.
4. STRATEGY
Becoming more strategic: Three tips for any executive
You don’t need a formal strategy role to help shape your organization’s strategic direction. Start by moving beyond frameworks and communicating in a more engaging way.5. STRATEGY
A CEO’s guide to innovation in China
Dynamic domestic players and focused multinationals are helping China churn out a growing number of innovative products and services. Intensifying competition lies ahead; here’s a road map for navigating it.

6. STRATEGY
How strategists lead
A Harvard Business School professor reflects on what she has learned from senior executives about the unique value that strategic leaders can bring to their companies.

7. ORGANIZATION
Motivating people: Getting beyond money
The economic slump offers business leaders a chance to more effectively reward talented employees by emphasizing nonfinancial motivators rather than bonuses.8. STRATEGY
The social side of strategy
Crowdsourcing your strategy may sound crazy. But a few pioneering companies are starting to do just that, boosting organizational alignment in the process. Should you join them?

9. STRATEGY
Managing the strategy journey
Regular strategic dialogue involving a broad group of senior executives can help companies adapt to the unexpected. Here’s one company’s story, and some principles for everyone.

10. OPERATIONS
The human factor in service design
Focus on the human side of customer service to make it psychologically savvy, economically sound, and easier to scale.

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In The Next Version – Social Business 2013: Less Talking. More Doing.

Found at In The Next Version – Social Business 2013: Less Talking. More Doing..

It’s that time of year where analysts gaze into our crystal balls and make predications about the trends we expect to see in the upcoming months. My thoughts about 2013 are based on the hundreds of conversations I’ve had with social business product vendors and customers over the last twelve months. Below I’ll list my top predications for 2013, but if you only have a moment here are the mains idea that I want to share: 

Read all at In The Next Version – Social Business 2013: Less Talking. More Doing.

My point of view: Not limited to social business.

 

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Deloitte | Is User Empowerment Worth the Disruption | Deloitte Debates | Nelson Kunkel | Technology

Found at Deloitte | Is User Empowerment Worth the Disruption | Deloitte Debates | Nelson Kunkel | Technology.

Employees are expecting access to ever-more-sophisticated technologies in the workplace. Empowering users with such tools can generate value, but is there a point where CIOs should put the brakes on continual technology disruption?

Read all at  Deloitte | Is User Empowerment Worth the Disruption | Deloitte Debates | Nelson Kunkel | Technology

My point of view: depend on your and theirs business model.

 

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