StrategicPlanningPurpose长远规划目的-EvergreenEducation
How to do Strategic Planning - INTRAC
How to do StrategicPlanningA Guide for Small and Diaspora NGOsRick JamesINTRACPEER LEARNING PROGRAMMEIntroductionStrategic planning is hard to do well. It is elusive. It seems that many NGOs do nothave strategic plans and are not really sure what they are. Others that do have them,may have lengthy, jargon-filled documents that gather dust on office shelves. They are rarely the living documents that help give meaningful direction to decisions.planning; to highlight principles for how to do it well andto identify some useful tools to use. The aim is to makestrategic planning become more meaningful, alive andachievable. Obviously such a short booklet cannotanswer every question. Strategy may mean differentthings to different people. But this booklet does highlight key components and essentialapproaches for small and diaspora NGOs. The booklet is not mere theory. It emerges from more than 20 years practical experiences of doing strategic planning with NGOs.1. Why is strategic planning needed?Of course an NGO can have a clear strategy without having a strategic plan. A strategic plan is merely a document that puts on paper the long-term chosen direction. While a clear direction may exist anyway, writing it down enables it to be better understood by partners, by donors and even by staff and trustees. This is especially important if people in the organisation leave or new ones join.In addition the process of consulting and agreeing what is put on paper can be extremely valuable. It offers the opportunity to:•Reflect back on what has made an impact in the past – learning from experience;•Look up from the day-to-day issues and try and see the big picture for the future;•Listen to and build better relationships with a wide variety of stakeholders;•Build teamwork and expertise amongst staff;•Bring coherence to different projects and parts of the organisation, ensuring they are pulling together; and•Prioritise where to focus energies and resources in the future to maximise its potential for achieving its mission.But strategic planning is not the answer to all ills, as the experience below illustrates:Furthermore, strategic planning is often difficult for NGOs to do because: •They face a bottomless pit of need. There is considerable pressure to respond.How can an NGO refuse to help and say ‘no’ to meeting needs?•Development is a complex process where sectors are inextricably interconnected. If you are a health NGO, there are good reasons to also work in education (as this is key to better health); there are good reasons to work onincome security (as this affects health); there are good reasons to work on…•They need to secure funding from outside donors to pay salaries. It can be risky to prioritise, if the donors decide they want to fund different things.•Strategic planning requires predicting the future – something impossible to do perfectly, especially in turbulent global environments. People have differentideas about what will happen and what will make a difference.•They often feel too busy to stop and think. There may also be strong vested interests and comfort levels in remaining in the status quo.2. What is strategy?From the 300,000 books on strategic planning Array available from Amazon or the 275 million Googlehits, there is no single agreed definition of strategicplanning. Some common words that peopleassociate with strategy are highlighted in the textbox on the right. While there is no one rightanswer, most people would agree that strategy isthe prioritised methods for achieving the mission ofthe organisation. It gives long-term coherence anddirection to the actions and decisions of the organisation. It is like the keel underneath a boat. It is this keel that keeps the boat sailing in a certain direction and not merely pushed sideways by the winds and external environment.Some useful modelsOne frequently used picture of strategy is:Vision, missionStrategy Desired future state Where we are now?Strategy is the path that takes us from where we are now to where we want to be. Another useful model is called the ‘hedgehog concept’, initially developed by Jim Collins’ work in the commercial sector. Like a hedgehog that has one very effective strategy when threatened (rolling up in a ball), strategy should be based on identifying what your organisation does better than anyone else, rather than trying to do everything well. He identifies three sets of questions to ask which can help identify this strategic focus:1. What are we most deeply passionate about? What is the vision?2. What are the unique strengths of our organisation? What can we do bestcompared to others? What is our ‘calling’?3. What drives our resources (human and financial)?The vision should be about the people who the organisation serves. It should not just be about addressing negative needs but developing positive potential. In addition, the resource question should not be simply financial. It is also about what people have energy for. NGOs must avoid being donor driven or strategically delinquent by slavishly following whatever they can get money for.focus as you ask these questions,working down from a broad visionto looking at what you can do bestand also find resources for. Itrequires relentless discipline to say‘no thank you’ to opportunities thatfail the hedgehog test – that takeyou away from the middle of threecircles. It is all too easy to findyourself doing things that areuseful, but not what you are calledto do.There are many, many different models of strategy. We can easily overcomplicate things or think strategy is something new. I remember one long training session I was leading on strategy. At the end a participant put up their hand. They said: ‘we have a simple proverb that says all that you have been saying’. Strategy is not new. The wisdom of elders has a lot to say about what we call strategy. Like the monkey in the proverb, organisations without a clear Array strategy easily get overstretched andineffective. Or like the dog, we find itmore comfortable to remain as we are,rather than respond proactively tochallenging changes in the externalenvironment. Ultimately strategy isabout making considered choices forthe future.3. What is strategic planning?Strategic planning is the process of making these choices and documenting them. Aneffective strategic plan makes choices based on:•Knowing who you are•Knowing what brings change•Predicting how the environment is likely to change•Rigorous and honest self-appraisalA. Knowing who you areA good strategic planning process connects to the identity and mission of the organisation. It obviously helps to be clear about questions like: Why do you exist? What is the unique contribution you bring to the world? What would be lost if you did not exist? Who are you? Answers might have been clear at the start, but over time this can become fuzzy or obscured. Programmes may not have gone as planned. Different people may be on board. A good strategy process often involves ‘cleaning the mirror’, so we are clearer about who we are.B. Knowing what brings changeA good strategy process is based on knowledge of what brings change to beneficiaries or to policy environment. The project system in which we operate encourages us to focus on activities and deadlines, rather than on what actually brings change. Many NGOs are finding it useful to explore their underlying ‘theory of change’. In any strategy process it is helpful to engage with the existing assumptions about what actually brings change and why. This can help focus on strategies that really make a difference.C. Predicting how the environment is likely to changeAn essential element of strategic planning is predicting the future and thinking through how this will affect the work. It involves listening out for the roaring lions (the threats) as well as identifying potential new opportunities, sometimes using tools like PESTLE (described later in the text). This is clearly not an exact science, but such future thinking is vital. The most famous ice-hockey player of all time, Wayne Gretsky said the secret of his success was that: ‘I skate to where I think the puck will be’. This is whatwe need to be doing as NGOs. Not skating to where Array things are today, but predicting where they might be inthe future and proactively moving in that direction.D. Rigorous and honest self-appraisalTo plan well, you have to know where you are starting from. An honest and open discussion about existing strengths and weaknesses is an important element of strategy. Brutal facts may need confronting. Self-delusion does not help anyone.4. Making hard choicesStrategic planning is about making hard choices. You clearly cannot skate or run in two directions at once. Yet so many efforts at strategic planning fail to prioritise and cut down. NGOs might add one or two new programmes to address future issues, but they do not let anything go. What results is simply a shopping list. It is not an effectivestrategic plan. As the Dilbert cartoon below shows, the essence of good strategicplanning is deciding what you are NOT going to do.A strategic plan should not be a ‘shopping list’ of things we want, but documenting choices that the organisation want to make. The strategic plan is a ‘big picture’, directional document which should last 3-5 years. It should be complemented by an operational plan which focuses on shorter term goals, most frequently over 12 months detailing who should do what, by when and how much will it cost.The environment changing much too fast to assume we will know what is going to happen in five years time and what will be appropriate. Strategy is emergent and the plan will need to be revisited. So any strategic plan has to be flexible, if it is to be useful. It is something that you have to take seriously at the time, but hold lightly in the future.More important, however, than the document itself, is whether the strategic plan is actually put into practice. Good intentions are not nearly enough. So a strategic plan is only useful in so far as it affects actions.5. How to do strategic planningEvery organisation is different. It is therefore arrogant and unrealistic to say, this is‘how to’ do strategic planning in every situation. There is no set process or template. I have been involved in strategic planning processes that have lasted between three hours to others that have taken more than 12 months. I have seen strategic plans from one page to more than 100 pages. But despite the situational differences there are important ‘how to’ principles to follow and adapt to the specific context.In every strategic planning process there are:•Important ingredients to consider in the process;•Key stakeholders worth listening to;•Common dilemmas to address•Useful tools for making decisionsThis section explores each of these in turn, concluding with five principles of goodpractice in any strategic planning.Key ingredientsOne way of seeing some of the core ingredients in any strategy development process is1:The mission, identity, theory of change, strengths, weaknesses and opportunities and threats are mixed together to identify the key strategic issues facing the organisation over the next few years. From this analysis strategic priorities and objectives can be made. Clearly a critical factor in any such process is whose voice gets heard and who makes the analysis and final decisions.1 Both models adapted from Bruce BrittonA typical strategy development process might look like this:Who needs to be involved?Strategic planning provides an excellent opportunity to gather the views and wishes of the NGO’s beneficiaries, staff, managers, donors, other NGOs and other stakeholders of the organisation. Indeed, acknowledging the views of different stakeholders during the process of strategy development, even if they are not accommodated, can lend some legitimacy to such an exercise. A participatory approach to strategy development can also have significant ‘spin-offs’ such as team building, improved organisational communication, and can even signal a commitment to changing the organisational culture. Participation creates a sense of ownership in the process of strategy development and ownership encourages commitment. Commitment to the strategy makes its achievement more likely.Any strategy development process should involve the partners (or beneficiaries or clients) of the NGO in some way. All too often their voices are excluded when deciding what the NGO should focus on and how it should work. If this is the case, then development remains a top-down donor-driven initiative, where ‘we know best what you need’ prevails. The critical question is how to involve partners/beneficiaries in a meaningful, but cost effective way? Obviously it is impossible to say what would work in every situation, but it is essential to ensure that this voice is clearly heard.There is also the question of the role of the board in developing strategy, vis a vis management, vis a vis staff. It is important for ownership and governance that the board should be involved from the outset, but the degree of involvement will depend on the situation. In the end the board have to approve the strategy, but this does not mean they have to develop it themselves. There is a risk that a board, which is too distant from the realities on the ground, will develop something unrealistic and out of touch. Field staff probably have the best view of what would work, but may be too intimately involved to think outside of the box. In the end, taking hard strategic choices is aleadership decision. It takes leadership to say ‘no’ to things and create boundaries. How much this leadership is practiced by staff throughout the organisation will depend on the particular NGO.It may also be worth considering how other external stakeholders can give their ideas, whether it be government, donors, key informants, or other NGOs. Clearly it is important in any strategic planning process to think through clearly who needs to be involved, when and how.Common dilemmas to addressEach organisation will have their own strategic issues, but Mike Hudson2 highlights five common dilemmas:While these dilemmas may not always be so ‘either/or’ as they appear, simultaneously trying to do both poses considerable management challenges.Useful tools for strategic planningJust as there are any number of processes that can be used for having a strategy meeting/workshop (see Appendix 2 for one example), there are also a myriad of tools which can be used in strategic planning. Here we just highlight some of the ones we have found most effective over the years.At the initial stages two and three - gathering and analysing information - it may be worth using tools like:•Stakeholder analysis•SWOT•PESTLETo help prioritise and decide on strategic direction at stage four, these other tools may be useful:•Two simple questions•Portfolio analysis•Prioritisation exercise2Hudson, M, Managing Without Profit, 1995:147Stakeholder analysisThere are many variants on the simple stakeholder analysis. In its most basic form it involves identifying all those groups who have a stake or an interest in your work. These can be drawn as circles of different sizes (illustrating power to influence the NGO) and placed closer or further away from the NGO (illustrating the extent of or frequency of contact). A stakeholder analysis can be useful in deciding who should be involved in the strategy development process.SWOT analysisThe single most familiar tool for developing strategy is the SWOT analysis (the letters represent Strengths, Weaknesses, Opportunities, and Threats). The purpose of the SWOT analysis is to assess the organisation and its external environment and identify the forces that are likely to help and hinder its ability to achieve its mission. In conducting a SWOT analysis, the NGO needs to consider all aspects of its internal functioning – the organisation’s ‘programme’ (what it does) and its ‘process’ (how it goes about doing it).PESTLEIn seeking to gather and interpret information about changes in the wider environment, PESTLE is a commonly used tool. It highlights the importance of identifying trends and anticipating changes in a variety of environments:•Political,•Economic,•Social•Technological,•Legal•EnvironmentalA clear understanding of the environment could influence an organisation’s vision as well as whether and how to alter their strategy. It can help an organisation (re)position itself in a dynamic context.Two simple questionsMuch of strategic planning can be boiled down to two simple questions:1. Who do you exist to serve?2. If they knew what you could offer, what would they ask you to do(so that their lives would be changed in the long term)? ‘Help us…’Getting NGOs to answer these questions through listening to stakeholders and then prioritising themselves is the essence of much effective strategising.Portfolio analysisSome NGOs have used portfolio analysis to analyse and classify their different programmes into four broad categories:Portfolio analysis matrix(1) StarsStrong projects or activities with real potential for growth: dynamic, popular and creative. Stars may become ‘foundation stones’ or become short-lived ‘shooting stars’. (2) Question marksNew or innovative projects but not yet proven. They might become stars and move into Square 1.Alternatively, they may fail and move into Square 4; they need to be monitored closely.(3) Foundation stonesReliable, safe projects or activities that provide the NGO with a degree of financial security and/or credibility;they provide a solid base. They may start by being popular with funders but may become less attractive later as they are not seen as innovative. (4) Dead ducksTake up management and financial resources and provide little or no added value for the effort required.Often organisations have problems dealing with such activities because they may be closely bound up with the organisation’s earlier history.In strategic planning it may be worth thinking:1. How well balanced is the portfolio (between, for example, creative but risky projectsand stable projects)?2. How might each service or project move between boxes over the next year or so?3. How could your ‘question marks’ be turned into ‘stars’? Would it be worth theinvestment of time, effort and other resources?4. What should happen to the activities in Square 4 (e.g. invest in them, hand themover, float them off, close them down)?5. What are your NGO’s current plans for developing new areas of activity? Any NGOshould be thinking about the future as well as the present.Prioritisation ExerciseIn strategic planning the following exercise can be helpful in bringing to light implicit priorities.1. Write the names of all your programmes on a flipchart or whiteboard2. Put out three buckets (or boxes or just identify three piles) on a table. Labelthem A, B, and C.3. Ask the question, ‘If revenue were to drop by 50%, which programmes wouldwe stop doing first?’ Have each person write down the programmes on smallpieces of paper or post-it notes and put them in the bucket/box C.4. Next ask, ‘If revenue dropped by 75% and we had to move onto the next round,what would we stop doing?’ Have each person write down the programmes onsmall pieces of paper or post-it notes and put them in the bucket/box B.5. Last ask, ‘What would we never stop doing?’ Have each person write downtheir response and put them in the bucket/box A.6. When everyone has finished, take out the pieces of paper from each bucketand discuss the results:•What is it clear that you should stop doing?•What is it clear you should never stop doing?Core principles for effective strategic planningWhichever methods you use for strategic planning and whichever process you follow, experience suggests a number of core principles needed for an effective process: Ensure leadership driving Nothing will happen if the NGO’sleadership are not driving the process. Acquiescence to a suggestion fromoutside is not enough. Leaders have to be fully one board as strategic planning usually involves organisational change. This can be a profoundly sensitive process, as an organisation’s past strategies are often a reflection of what the leadership thinks is best. To bring authentic strategic change may require leaders to change their views; their priorities and even themselves. Get staff ownership Any organisational change, including strategic planning, is a human process of change. It can be emotional and painful.Some people will see themselves as winning; others losing. Staff need to be encouraged to look to the interests of the whole organisation, not just their particular departments. In the end, it is the staff who will ensure the new strategy is implemented (or not). They have to believe in its value, if they are to go through the pain of change. Listen and learn (particularly to beneficiaries) Strategic planning is about listening andlearning. It is essential to learn from past experience – basing future decisions on the findings of past evaluations. Evaluations and strategic planning should always be inter-linked. It is also particularly vital to take the opportunity to listen to beneficiaries. It is also about learning from others’ experience. There is often no need to reinvent wheels, as other NGOs may have already learnt a lot about what works. For many faith-based organisations, they may also leave space for reflection and spiritual discernment about the way ahead.Make hard choicesStrategic planning is about prioritising. It is about letting things go; about avoiding the temptation to simply add to the shopping list. There may be a need to close down programmes and perhaps have strategic funerals to celebrate elements of your work that have been good, but are no longer a priority. It may be important to mark endings. In a changing environment, prioritisation is crucial so that we can‘take change by thehand and lead it where we want to go, rather than waiting for it to grab us by the throat and drag us where we don’t want to go.’(John Adair 2002:221)Keep it simpleA good strategic plan is accessible and succinct. It often helps if you are able to characterise strategic choices with some sort of metaphor or image. Some NGOs have been able to characterise their strategy as being ‘bridge’; others as ‘yeast’ helping the dough to rise… Others represent their strategy in a simple diagram or even flow chart. What is important is that this image makes sense to the NGO and to those with whom it is trying to communicate. There is obviously no one right answer about length, though for most 10-15 pages should be enough to convey the essence of the direction. While there is no universal template for a strategic planning document, some of the key elements we would expect to read in a good plan are listed overleaf. ConclusionStrategic planning may be difficult, but it is far from impossible. While there are many constraints that get in the way of strategic planning there are important benefits that a good process brings. Unless organisations look up and look ahead they will quickly become irrelevant and even die. Unless NGOs focus on where they can really make an impact, they will end up ineffective. Strategic planning may not be the answer to all NGO problems, but it certainly is a critical issue to address. From the myriad of models and tools we have chosen the ones we have found most useful. While every situation is unique, there are key principles of good practice, which transcend context: •Ensure leadership driving•Get staff ownership•Listen and learn•Make hard choices•Keep it simpleAppendix 1: Template for a Strategic Plan?While there is no template for a strategic plan as each organisation is different, these are some of the expected elements in a good strategic plan:Executive Summary (one page only)BackgroundWhen started & its developmentKey supporters and fundersAchievements to dateIdentity of organisationVisionMissionValuesSummary of theory/theology of changeStrategy ProcessBriefly how done and who involvedAnalysis of external environmentAnalysis of strengths and weaknessesStrategic PrioritiesChoices made - Prioritised core roles/programmes/approaches over next 3-5 years. Preferably described pictoriallyStrategic aims - each with core areasImplications of the strategyImplications for current programmes – stop, improve, startImplications for organisation – e.g. structure, staffing, capacity buildingImplications for funding and resourcesAppendix 2: Outline of a strategic planning workshopSimilarly there are no templates for strategic planning workshops, but the following example from a Comic Relief partner may give a flavour of what may be covered.DAY 1 SETTING THE SCENE FOR STRATEGIC PLANNING8.45 Welcome and setting the sceneUnderstanding strategic planningThe context for our planningUnderstanding the reality of changeReviewing girls’ and boys’ needs and core beneficiariesArticulating clear outcomes and our beliefs about how change happens13.00 Lunch14.00 - 17.00 Drawing together our theory of change Diagrammatic/ pictorial representation of overall work HOVIC’s vision, mission and valuesDAY 2 TACKLING THE STRATEGIC ISSUES FACING US8.45 Achieving and sustaining long-term changeHow do we strengthen girls’ and boys’ reintegration in family and community? How do we know when we have achieved ‘success’?Strengthening child protection at all levels13.00 Lunch14.00 - 17.00 Improving relations with government and peer organisations Strengthening monitoring, learning and evaluationDAY 3 THE IMPLICATIONS OF OUR STRATEGY8.45 Drawing together discussions of strategic issues Summarising and finalising decisionsThe implications for our programmes Programme teams13.00 Lunch14.05 - 16.00 Sequencing and timeframe for our strategy Wrap upReflections on the implicationsPersonal commitments。
商务英语阅读_Unit 10管理初步
Text e definition of management, exactly how do managers go about managing in an office, on a shop floor, or in a committee meeting? What do they do to help accomplish objectives? Management theorists have identified four primary functions of managers. These functions are planning, organizing, directing and controlling.
3) Contingency planning is the process of preparing alternative courses of action that may be used if the primary plans don’t achieve the organization’s objectives. The economic and competitive environments change so rapidly that it is wise to have alternative plans of action ready in anticipation of such changes. For example, if an organization doesn’t meet its sales goals by a certain date, the contingency plan may call for more advertising or a cut in prices at that time.
制定战略计划的流程
竞争的环境 Competitive Environment
商业远景 Business Vision
持续的竞争优势 Sustainable Competitive Advantages
商业战略 Business Strategy
充实人员 Staffing
组织结构 Organizational Structure
R&D: Explorer of uncharted territories
R&D is the continuous generator of ideas that can be converted into business opportunities. R&D is the driver of product innovation, product creation and process improvements. R&D is the enabler for Marketing and Production to achieve their performance goals in revenue and cost. R&D is a critical contributor to the development of a sustainable market driven competitive advantage.
市场营销计划 Mkt Plan
生产和分销计划 PRODUCTION & DISTRIBUTION PLANNING
销售运营计划 S&OP 客户拜访 Acct Calls 客户订单 Customer Orders
生产计划 Production Plan 物料计划 Materials Plan/MPS 库存计划 Inventory Plan/DRP
strategic用法及搭配 -回复
strategic用法及搭配-回复首先，我们需要明确“strategic”一词的意思。
在商业和管理领域中，strategic通常指的是与组织目标和愿景相一致的长期计划或决策。
它涉及到制定和执行战略来实现组织的目标并获取竞争优势。
在这篇文章中，我们将探讨strategic的各种用法及搭配，并给出具体的例子来帮助读者更好地理解与运用这一概念。
1. Strategic Planning (战略规划)Strategic planning是制定和规划组织长远目标和行动计划的过程。
它需要对内外环境进行全面分析，确定组织的优势和弱点，寻找机会和威胁，并制定明确的目标和战略以实现长期成功。
例如，在新兴市场扩张方面，一家全球化公司可能会制定一个战略计划，包括进入新市场、提供本地化产品和服务以及建立合作伙伴关系等。
2. Strategic Management (战略管理)Strategic management是指负责组织战略制定、执行和评估的管理团队。
他们需要确保组织的战略与业务目标保持一致，并通过有效的资源分配和执行措施来实现这些目标。
举个例子，一家电子公司可能会聘请战略管理团队来开发新产品全球推广的策略，并确保在不同市场中协调一致的营销战略。
3. Strategic Decision (战略决策)Strategic decision是指制定和选择对组织未来发展具有长期战略意义的决策。
这些决策通常需要考虑到未来的不确定性和风险，并采取适当的措施来最大程度地降低风险。
例如，一家制造公司可能会决定在原有的产品线基础上开发新技术，并投入资源进行研发，以保持竞争优势。
4. Strategic Partnership (战略合作伙伴关系)Strategic partnership是指两个或多个组织之间基于共同利益和目标建立起的长期合作关系。
这种合作关系通常可以进一步增强各方的竞争优势，并通过共享资源、技术和市场来实现更好的商业结果。
战略管理--使命、愿景与目标-文档资料
2.1.2 企业使命的重要性
为企业发展指 明方向
企业战略制 定的前提
企业战略行 动的基础
麦当劳的使命
在全球范围内，向广大快餐食品顾客群， 在气氛友好、卫生清洁的饭店里，以很 好的价值，提供系列的、美味的快餐食 品。
英特尔的使命
英特尔的使命就是要成为全 球新计算机行业最重要的 供应商。
(一) 哲学Philosophy
组织对内所奉行的价值观、信念 和行为准则。
对外部相关方（所有者、员工、 顾客、政府、供应商、销售商、 一般公众）的态度
企业哲学是处理各种关系的准则
企业与国家和社会的关系； 企业与股东的关系； 企业与顾客的关系（包括销售商等)； 企业与供应商的关系； 企业与雇员的关系； 企业与竞争对手的关系； 企业内部的工作关系等。
一个构思良好 的愿景规划包 括两个主要成 分：
——核心理念
——生动前景。
企业愿景的内涵
(1)核心理念
核心价值观
组织的重要和永恒的信条，不随时间而改变的基本 指导原则。核心价值观无需外界的评判，它对于 企业成员有着内在的价值和重要性。
核心目的
一个企业可以实现目标或是企业战略，但是不可能 彻底实现目的，它是一种永远的追求，因而永远 不可能停止变革和发展。
我们经营娱乐
我们为家庭和工作地点提供 舒适的气候
2.2 愿景
1970′德鲁克提出“企业的业务是什么”，这
就等于提出了企业存在的理由。
1980 ′战略管理学家都把定义企业使命看作是
企业战略管理的一项首要任务。 90年代以后，出现了所谓的愿景驱动式管理。
例如：“战略意图”、“共同愿景”和“愿 景型企业等提法。
战略术语：Strategic Planning
战略规划Strategic planningStrategic planning is long-range planning that focuses on the organization as a whole战略规划是一种长期规划，它视组织为一个整体.Long range is usually defined as a period of time extending about 3 to 5 years into the future长期通常指未来3~5年的一段时间.In doing strategic planning, managers consider the organization as a total unit在做战略规划时，管理者必须将组织作为一整体来考虑and ask themselves what must be done in the long term to attain organizational goals.Long range is usually defined as a period of time extending about 3 to 5 years into the future.Managers may have a problem trying to decide exactly how far into the future they should extend their strategic planning. As a general rule, they should follow the commitment principle, which states that managers should commit funds for planning only if they can anticipate, in the foreseeable future, a return on planning expenses as a result of the long range planning analysis.Strategy is defined as a broad and general plan developed to reach long term objectives.Organizational strategy can, and generally does, focus on many different organizational areas, such as marketing, finance, product, research and development, and public relations. It gives broad direction to the organization.Strategy is actually the end result of strategic planning.Strategy management is the process of ensuring that an organization possesses and benefits from the use of an appropriate organizational strategy. In this definition, an appropriate strategy is one best suited to the needs of an organization at a particular time.Comprehensive strategic planning and strategic programming is more closely linked to firm performance in stable industries than in unstable industries. Dynamic organizations such as start-ups, new business ventures, and opportunity-driven businesses need a more flexible approach to business management.A key starting point of strategic planning is the acceptance of the counterintuitive notion that this planning process should not be designed to make strategy. Real creative strategies are rarely made during formal paneled discussions, they "are more likely to be cooked up informally and often in real-time – in hallway conversations, casual working groups, or quiet moments of reflection on long airplane flightsA sound strategic plan: main benefits(1)Serves as a framework for decisions or for securing support/approval.(2)Provides a basis for more detailed planning.(3)Explains the business to others in order to inform, motivate & involve.(4)Assists benchmarking & performance monitoring.(5)Stimulates change and become building block for next plan.⏹Two Integral Parts of a Strategic Plan(1)What to do(2)How to do itThe problem with most strategic plans is that they are long on "what to do" and short on the "how to do it". There is little value in such plans, if any plan lands on your desk without the "How to do it," send it back.⏹New Purpose of Strategic Planning in the Era of Rapid Changes(1)To take a fresh look at the substance of business unit and corporate strategy(2)To rethink the process by which strategy is made⏹New Goals for Strategic Planning(1)To build "prepared minds" –to make sure that decision makers have a solidunderstanding of the business, its strategy, and the assumptions behind that strategy, thereby making it possible for executives to respond swiftly to challenges and opportunities as they occur in real time.A successful strategy process would help your company to react quicker toemerging opportunities and make faster decisions than your competitors do. It would ensure that your executives have a strong grasp of the strategic context they operate in before the unpredictable but inevitable twists and turns of your business push them to make critical decisions in real time(2)To increase the innovativeness of your company strategies –to provide astrategic focus that creates culture for and drives strategic creativity.In the new business environment of rapid changes, heightened risk and uncertainty, developing effective strategies is critical. They prepare executives to face the strategic uncertainties ahead and serve as the focal point for creative thinking abouta company's vision and direction.Many companies get little value from their annual strategic-planning process however. To meet the new challenges, this process should be redesigned to support real-time strategy making and to encourage 'creative accidents。
谋划打造的总体思路与路径
谋划打造的总体思路与路径英文回答：Overarching Concept and Path for the Project.The overarching concept of our project is to create a comprehensive and integrated system that offers seamless experiences and enhances the overall efficiency and effectiveness of our operations. By leveraging advanced technologies, optimizing processes, and fostering a culture of innovation, we aim to transform our organization into a modern and agile enterprise that is well-positioned to meet the demands of the ever-evolving market landscape.Our strategic roadmap for implementing this concept involves a phased approach with a focus on the following key pillars:1. Digital Transformation: We will harness digital technologies to automate and streamline processes, improvedata management, and enhance collaboration both internally and externally. This will enable us to operate with greater efficiency, make faster and more informed decisions, and deliver a superior customer experience.2. Process Optimization: We will conduct a thorough review of our existing processes to identify and eliminate bottlenecks, reduce redundancies, and improve overall flow. By leveraging lean principles and industry best practices, we will streamline operations, reduce costs, and improve productivity.3. Innovation Culture: We will foster a culture of innovation where employees are encouraged to think outside the box and generate creative solutions. Through a combination of training, mentorship, and recognition programs, we will empower our team to embrace new ideas and transform them into tangible improvements.4. Data-Driven Decision-Making: We will leverage data analytics to inform our decision-making processes at all levels of the organization. By gathering, analyzing, andinterpreting data, we will gain valuable insights into our customers, market trends, and operational performance. This data-driven approach will enable us to make evidence-based decisions that drive growth and optimize our operations.5. Continuous Improvement: We will establish a culture of continuous improvement where we regularly evaluate our progress, identify areas for improvement, and implement necessary changes. Through ongoing feedback loops and a focus on quality assurance, we will continuously refine our processes and enhance our overall performance.By systematically implementing these pillars, we are confident that we can transform our organization into a modern and agile enterprise that is well-equipped to navigate the challenges and capitalize on the opportunities of the future. We believe that this comprehensive approach will drive innovation, improve efficiency, and ultimately enhance our ability to deliver value to our customers.中文回答：总体打造思路与路径。
谈策略规划流程与核心思维
谈策略规划流程与核心思维策略（Strategy）一词是一重要但容易产生混淆的概念。
在讨论策略之前，应先谈目的（End）与方法（Means），目的即目标，而方法即是要达到此目标的方法亦即手段。
一般来说，目标通常是被赋予的，而方法需要因应环境（Environment）的不同，而采用不同的路径（Path）。
例如要到台中参加一喜宴，目的地为台中，搭高铁是一方法、开车是一方法，坐汽车也是方法。
策略即是方法，是手段，是资源投入的模式，并且与时间有关，属于需因应外在环境之动态投入模式。
我们常听到「策略是一种选择」，较精准的来说，应该是「策略研拟过程通常需要进行选择」。
我们也常听到「策略是一种艺术，不是科学」，其实万事万物均有理性与感性，策略亦然，亦包括数据分析与经验直觉成分，两者缺一不可。
策略规划（Strategic Planning）是一流程，一个理性规划策略方案的流程。
策略规划流程包括1.现况分析、2.目标设定、3.趋势分析、4.策略拟定、5.资源投入建议等五步骤。
这个流程不论是企业的整体策略规划、营销的策略规划、产品的策略规划、技术的策略规划，属于特定目的的专利策略规划也是者这个步骤。
图一策略规划架构与流程现况分析的时间轴是从过去到现在，亦即分析至现在为止，企业与竞争者在所想要规划目标与手段范围之优势（Strength）与劣势（Weakness）。
现况分析通常需要进行严谨的个案分析，并且要能深入研究竞争的过去脉络与近期的言行，已掌握竞争者的招数模式（Pattern）。
目标设定即是广义的愿景描绘，其中目标为表征愿景的具体数字，而愿景为未来影像，即是当目标达成时，那种栩栩如生的图像。
愿景除了图像与数字目标外，尚包括价值观，其中价值观即是当成策略规划过程中选择的准则（Guidelines）。
以到台中参加喜宴的例子说明，目标是到台中，现况是现在所在地台北，价值观是不能迟到，或是坚持节能减碳要搭大众运输工具等。
趋势分析是分析现在到未来间影响我们前进的外部要素（External Factors）。
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UNESCO School Library Manifesto
联合国教科文组织学校图书馆宣言
• Vision – “Librarians and teachers work together, students achieve higher levels of literacy, reading, learning, problemsolving and information and communication technology skills.” • 展望– “图书馆员和教师密切合作, 帮助学生获得更高的文 化，阅读，学习，解决问题，信息和交流技能。” • Mission - “The school library offers learning services, books and resources that enable all members of the school community to become critical thinkers and effective users of information in all formats and media.” • 使命 - “学校图书馆提供学习服务和图书资源以帮助学校 成员成为有判断力的思想者，帮助他们有效利用图书馆各 种形式的信息资源 。” • /webworld/libraries/manifestos/scho ol_manifesto.html
Library Management I - Strategic Planning 图书馆管理 I - 长远规划
Jo Bell Whitlatch July 2009
Strategic Planning Purpose 长远规划目的
• Sets the direction of organization for the future • 为一个机构设定未来方向 • Develops strategies to achieve organizational vision, mission, and values • 为实现机构的使命和价值制定发展策略 • Makes decisions about resource allocation to reach future goals • 为实现未来目标决定资源分配
Steps in Strategic Planning Process 长远规划步骤
1. 2. 3. 4. 5. 6. 7. Define Vision, Mission and Values
阐述展望、使命和观 念
Analyze the current situation, including organizational strengths, weaknesses, opportunities and threats (SWOT).
分析现状，包括机构的优势、弱势、面临的机会和挑战
Define goals to close the gap between the current organizational state and the desired future
拟定目标以缩小现状和未来想达到状况的差距
Formulate strategies (specific objectives) related to each of the goals to move toward desired future
针对每一目标制定具体的策略(实施计划)
Implement the agreed upon strategies
实施策略
Conduct ongoing assessment of the effectiveness of implementation process and initiate changes as necessary
对策略的实施效果进行实时评估，并按实际需要调整策略
Review and revise strategic plan at least once a year
至少一年一次回顾和修改长远规划
Vision, Mission, Values 展望. 使命. 观念
• Vision – statement of intended future - the fundamental direction of the organization • 展望– 对未来的构想 – 机构的基本未来方向 • Mission – describes reason organization exists, the major purpo构存在的原因和主要目的 • Values – key beliefs shared by organizational members. Needs to reflect organizational culture and priorities • 观念 – 机构成员共享的主要信念。需要反映机构 文化和优先考虑的事项
UNESCO Public Library Manifesto 联合国教科文组织公共图书馆宣言
• Vision – “The public library, the local gateway to knowledge, provides a basic condition for lifelong learning, independent decision-making and cultural development of the individual and social groups.” • 展望– “公共图书馆是各地通向知识之门，为个人和社会群体终身学习、 独立决策和文化发展提供了基本条件。” • Mission – “The public library is the local centre of information, making all kinds of knowledge and information readily available to users.” • 使命 – “公共图书馆是各地的信息中心，用户随时可以得到各种知识 与信息。” • /webworld/libraries/manifestos/libraman.html • 中文： /webworld/libraries/manifestos/libraman_ch.pdf