Strategic business planning skills management

Personal Success action planPersonal skillsstrategic planning Only by discovering your innate, personal skills and developing and exploiting them to their highest degree can you utilize yourself to get the greatest amount of satisfaction and enjoyment from everything you do.

Strategic business planning skills management

strategic business planning skills management

New models of leadership. Informal Less reliance on direction, more on emergence. So in this era of dramatic change, global alliances, and a variety of environmental pressures, the potential for failure is very real. Henry Mintzberg believes that the strategic planning models of the s and s ultimately failed because they did not distinguish between strategic planning and strategic thinking.

Traditional strategic planning models were heavily oriented to quantitative analysis, the results of which directed the executive towards what strategy should be taken. These planning models actually subverted strategic thinking that involves the synthesis of one's experience, intuition, and creativity, in addition to analysis.

Strategic Planning Manager / Product Manager

Traditional strategic planning was not useless, but it should have been done after strategic thinking and vision development had taken place. Another problem with traditional strategic planning was that it did not include in the planning process those who had to implement the strategic plan.

The strategic planning was done at the very top of the organization, or by expert consultants, and the strategic plan was handed down to managers in bound, published documents. People often felt less than committed to such plans, and the documents themselves often did not take into account the actual business challenges these managers faced on a day-to-day basis.

At lower levels in the hierarchy, the problem was even more severe because planning was often used to exercise blatant control over people. Mintzberg notes that another reason traditional strategic planning failed was because it was based on some fundamental flaws: Traditional strategic planning was based on the assumption that one could measure all of the variables that were relevant to the future of a business, analyze the results, and construct strategies based upon the results that, if followed, would ensure future success.

However, even the best strategies experience unforeseen economic, industry, social, and market shifts. The fallacy of prediction inevitably led to the downfall of traditional strategic planning, because the strategies could not deliver what they promised: Traditional strategic planning assumed that it was better to be detached from the workers and from middle managers when analyzing data, in order to prevent bias in the planning process.

However, this simply separated the strategy makers from the strategy implementers, which turned out to be a fatal mistake. When problems of implementation arose, both sides pointed fingers at each other as the cause for the failure. Additionally, traditional strategic planning was often based on inappropriately aggregated data, data that was no longer current, or data that did not have important contextual information linked to it.

Also strategic planners often ignored qualitative data, thus creating huge blind spots in the final strategic plan. This fallacy is based on the notion that formal systems are superior to human systems in terms of information processing and decision making. Mintzberg believes that though formal systems might be able to process larger amounts of data than humans can, formal systems cannot integrate, synthesize, or create new directions from such analyses—only humans can perform the latter processes.

We think in order to act, but we also act in order to think. Our experiments that work converge gradually into viable strategies.

strategic business planning skills management

In his landmark study, Miller investigated the decline of powerful corporations, and his findings have done much to help managers understand the causes of strategic and organizational failure. Miller named the model he developed from his findings, the Icarus Paradox after the tragic figure from Greek mythology.

UNDERSTANDING STRATEGIC PLANNING

Icarus's father, Daedalus, was an inventor, who was asked to build a labyrinth for King Minos. Upon completion of his task, King Minos would not allow Daedalus to leave.

Determined to escape, Daedalus built wings for himself and his son, Icarus, by adhering the wings of birds onto long boards with wax.

Icarus was fascinated with the invention and was eager to try flying. Daedalus taught Icarus how to fly using his invention, but cautioned Icarus to fly only at a moderate height—neither too low nor too high.

The escape was a success, but Icarus, ignoring the advice of his father, began gaining confidence in his ability to fly and grew more daring.

He ultimately flew too high—too close to the sun—and the heat from the sun caused the wax to melt. His wings disintegrated and he plummeted helplessly to his death. The paradox of Icarus was that his skill and technology, which led him to freedom, ultimately also led to his death.Careers in Strategic Planning.

A career in strategic planning involves helping a corporation design a path to growth and profitability amidst competition and constant change.

Get a basic description of strategic planning in this topic from the Free Management Library. What is Strategic Planning? Strategic planning is an organizational management activity that is used to set priorities, focus energy and resources, strengthen operations, ensure that employees and other stakeholders are working toward common goals, establish agreement around intended outcomes/results, and assess and adjust the organization's direction in response to a changing environment.

Strategic management is the process of defining the purpose and pursuits of an organization and the methods for achieving them. Robert Grant emphasizes that competition provides the rationale for strategy because strategy is about winning. Strategic Planning Managers work in large organizations and oversee strategic planning processes.

Duties often seen on Strategic Planning Manager resumes are helping top managers develop strategic plans, providing studies to executives, making economic forecasts, minimizing risks, and discovering business opportunities. Strategic Axis Offer targeted corporate business training, Management courses and professional business programs in UAE.

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