MPA 206 Strat Planning Mgmt Custom.pptx

Strategic planning is the systematic process by which organizations define their long-term goals, set priorities, and allocate resources to achieve a sustainable competitive advantage. It helps businesses and institutions align their actions with their mission and vision while adapting to changing environments.

1. Understanding the Dynamics of Strategic Planning Josefina B. Bitonio, DPA Associate Professor IGPS-LNU

2. 1980’s Michael Porter Competitive Strategy and competitive advantage Public-sector strategic planning

3. The story of Moses parting the Red Sea is one of the most dramatic and well-known episodes from the Bible. It is found in the Book of Exodus , chapters 13-14, and is a pivotal moment in the story of the Israelites' escape from slavery in Egypt. The Israelites, under Moses’ leadership, left Egypt and traveled toward the Promised Land. They found themselves camped by the shores of the Red Sea, with Pharaoh’s army rapidly approaching from behind. Terrified and feeling trapped, the Israelites cried out to Moses, questioning why they had been brought out of Egypt to face certain death . God instructed Moses to stretch out his staff over the sea, promising to display His power and rescue the Israelites. Moses obeyed, and God caused a strong east wind to blow all night, parting the waters of the Red Sea. The sea split into two walls of water, leaving a dry path in the middle. The Israelites walked through on dry ground, crossing safely to the other side

4. The Trojan War was sparked by the abduction of Helen , wife of the Spartan king Menelaus, by Paris, a prince of Troy. The Greeks launched a massive expedition to retrieve her, leading to a ten-year siege of the city of Troy. Despite years of fierce battles, the Greeks could not breach the walls of Troy. The Greek commander Odysseus , known for his cunning, devised a plan to end the stalemate. The Greeks constructed an enormous wooden horse, hollow on the inside, and left it on the plains outside Troy. The Trojans discovered the horse and the apparent departure of the Greek forces. They viewed the horse as a trophy of their supposed victory . Believing they had won the war, the Trojans brought the massive horse into their city as a symbol of triumph. That night, while the city celebrated, the Greek soldiers hidden inside the horse emerged. They opened the gates of Troy to the Greek army, which had secretly returned under cover of darkness . The Greek forces poured into the city, catching the Trojans off guard. They set Troy ablaze, slaughtered many of its inhabitants, and ultimately destroyed the city . The story of the Trojan Horse is a cautionary tale about trust and deception. It underscores the dangers of overconfidence and the consequences of ignoring warnings. Phrases like "Trojan Horse" have since become synonymous with hidden threats or deceptive tactics. The once-mighty city of Troy was reduced to ruins, and the Greeks claimed victory in the war. The Trojan War

5. 1950 Portfolio Model by Harry Markowitz Commonly known as Modern Portfolio Theory (MPT) , revolutionized the way investors approach portfolio construction and risk management. It earned Markowitz the Nobel Memorial Prize in Economic Sciences in 1990 . Here's an overview of the model : Diversification: The model emphasizes the importance of diversifying investments to reduce risk. By combining assets with different risk and return characteristics, investors can create a portfolio that maximizes returns for a given level of risk. Expected Return: Each asset has an expected return, which is its anticipated average return over time. The portfolio's overall return is a weighted average of the individual asset returns. Risk (Standard Deviation): Risk is measured by the standard deviation of returns, representing the variability or volatility of an asset's return. The model assumes that investors are risk-averse, meaning they prefer less risk for a given level of return. Real-World Applications Used by mutual funds, hedge funds, and institutional investors to optimize asset allocation. Applied in financial planning, risk assessment, and economic forecasting .

6. The 1960 Fortune 500 L everaged strategic planning to remain competitive, influencing corporate governance and modern business strategy Strategic planning in the 1960s evolved into today’s agile business models, scenario planning, and data-driven decision-making. Survival vs. Adaptation : Many Fortune 500 firms from the 1960s (e.g., Kodak, Sears) failed to adapt their strategies and declined, while others (e.g., IBM, Johnson & Johnson) evolved and thrived. Influence on Business Schools : Strategic planning became a key discipline in MBA programs and executive training.

7. In the 1980s, public sector strategic planning gained prominence as governments and public institutions faced increasing challenges from economic pressures, resource constraints, and rising demands for accountability. The concept of strategic planning, originally developed for the private sector, was adapted to the public sector to improve efficiency, responsiveness, and long-term outcomes. Impact and Legacy Public sector strategic planning in the 1980s laid the groundwork for more sophisticated planning approaches in later decades, such as performance-based budgeting and outcome-based governance . It helped establish a culture of long-term thinking, evidence-based decision-making, and accountability in public administration.

8. Change

9. Our world today has been described by the acronym VUCA (volatile, uncertain, complex, and ambiguous). Thus, In this rapidly changing world, organizations and individuals need to engage in continuous learning.  1 2 3 4 5

10. Strategic planning  is an organization's process of defining its  strategy , or direction, and making decisions on allocating its resources to pursue this  strategy . It may also extend to control mechanisms for guiding the implementation of the  strategy .

11. The importance of strategic planning stems from its ability to help organizations and communities anticipate and respond to change in wise and effective area.

12. Strategic Plan for Public Sector A strategic plan for the public sector is a long-term, comprehensive framework that guides government agencies, ministries, or public organizations toward achieving their goals and objectives. Unlike the private sector, where strategic planning often focuses on profitability and market dominance, public sector strategic planning is centered around serving the public good, addressing societal challenges, and improving the quality of governance and service delivery . A strategic plan for public sector organizations must align with national priorities, be accountable to the public, and remain flexible enough to respond to emerging challenges.

13. When the internal instability is more substantial than external difficulties, CSOs strategic plan development needs to focus on the issues within. The task is to spot the weak elements and craft a solving technique using internal and external assets. I deally, issue-oriented strategic planning will happen on a milestone basis until the organization achieves internal balance and is ready to transition to a new strategizing model. Best for : New organizations and nonprofits with a past of poor management or non-strategic decision-making Issue-Based Planning

14. R E S U L T S Define Strategies Objectives Strategies (Review of your TOWS) Long and Short term Goals Operational Plans

15. Internal Strength Weaknesses External Opportunities Threats Environmental Scanning Vision /Mission Reasons for existence Objectives What to accomplish By When Strategies Plans to achieve the mission & objectives Policies Guidelines for decision making Strategy Implementation Programs Activities needed to accomplish a plan Budget Cost of the Programs Procedure Sequence of the thing to do the job Performance Evaluation & Control Strategy Formulation Strategic Management Model F e e d b a c k s

16. Internal Strength Weaknesses External Opportunities Threats Environmental Scanning Vision /Mission Reasons for existence Objectives What to accomplish By When Strategies Plans to achieve the mission & objectives Policies Guidelines for decision making Strategy Implementation Programs Activities needed to accomplish a plan Budget Cost of the Programs Procedure Sequence of the thing to do the job Performance Evaluation & Control Strategy Formulation Strategic Management Model F e e d b a c k s Engagement with Stakeholders. Public Sector organization must engage stakeholders early in the planning process. This include citizens, political leaders, civil society groups, unions and other key parties who will be affected by reforms and policies. Conduct of SWOT and PESTLE analysis Define the planning horizon (3-5 years) Pre-Initial Phase and Stakeholders Engagement Albert S. Humphrey, 1960 Francis J. Aguilar, 1967

17. To set directions and priorities. To manage time and other resources. Better thinking. Better decisions. Better results. To improve the health of the organization. Why we need strategy? Strategy Formulation

18. Internal Strength Weaknesses External Opportunities Threats Environmental Scanning Vision /Mission Reasons for existence Objectives What to accomplish By When Strategies Plans to achieve the mission & objectives Policies Guidelines for decision making Strategy Implementation Programs Activities needed to accomplish a plan Budget Cost of the Programs Procedure Sequence of the thing to do the job Performance Evaluation & Control Strategy Formulation Strategic Management Model F e e d b a c k s Articulate the Vision and Mission : Begin by aligning the organization’s mission and vision with the public interest and strategic priorities . Establish Goals and Priorities : Identify the most pressing issues (e.g., improving infrastructure, reducing corruption, increasing transparency) and set strategic priorities based on the current situation and future needs. Setting Direction and Goals 1.Define the organization’s mission, vision, and values 2 .Set goals and objectives 3 . Identify strategic alternatives 3.1.Evaluate strategic alternatives 5 . Policy Formulation Strategy Formulation

19. Designing the Strategies and Action Plans Develop Strategies. Create broad strategies that can achieve the set goals (e.g., improving citizen participation, modernizing public services, enhancing government transparency). Action Plans. Break down strategies into actionable, measurable steps, assigning timelines and responsibilities . Policies play a crucial role in the strategic planning process by providing a structured framework for decision-making, guiding actions, and ensuring consistency across an organization.

20. Internal Strength Weaknesses External Opportunities Threats Environmental Scanning Vision /Mission Reasons for existence Objectives What to accomplish By When Strategies Plans to achieve the mission & objectives Policies Guidelines for decision making Strategy Implementation Programs Activities needed to accomplish a plan Budget Cost of the Programs Procedure Sequence of the thing to do the job Performance Evaluation & Control Strategy Formulation Strategic Management Model F e e d b a c k s Strategy Implementation Developing programs and projects is essential for successful strategic planning implementation. They serve as the bridge between strategic vision and practical execution, ensuring that organizational goals are met efficiently and effectively. Without well-defined programs and projects, strategic plans may remain theoretical and fail to deliver tangible results . a) Action Plans. Break down strategies into actionable, measurable steps, assigning timelines and responsibilities . Resource Mobilization. Allocate necessary financial, human, and technical resources to execute the action plans . Procedures are essential for effective strategic planning implementation. They provide structure, consistency, and efficiency, ensuring that strategies are executed successfully. Without well-documented procedures, organizations risk misalignment, inefficiencies, and failure to achieve a) Communication : Clearly communicate the strategic plan to all relevant stakeholders, both internally and externally. Transparency is vital for ensuring buy-in and cooperation. b) Collaboration : Ensure coordination across government departments and agencies to avoid duplication of efforts and resources.

21. It’s all about alignment Alignment with the leadership team Alignment with the vision and strategy Align team to execute the plan Alignment with the whole organization Strategy Implementation

22. Internal Strength Weaknesses External Opportunities Threats Environmental Scanning Vision /Mission Reasons for existence Objectives What to accomplish By When Strategies Plans to achieve the mission & objectives Policies Guidelines for decision making Strategy Implementation Programs Activities needed to accomplish a plan Budget Cost of the Programs Procedure Sequence of the thing to do the job Performance Evaluation & Control Strategy Formulation Strategic Management Model F e e d b a c k s Metrics KPIs KRIs Analytics Results . What are the measures of your strategic priorities ? Performance Measures and Targets Monitoring and Evaluation Track Progress : Establish a system for monitoring the implementation of the plan and measuring the results against the established KPIs . Review and Adjust : Conduct periodic reviews to assess whether the strategies and action plans are achieving the desired outcomes. Adjust the plan based on evolving circumstances and feedback . Refinement and continuous improvement. Based on M&E results, the strategic plan should be adjusted regularly to address new challenges, shifting political landscapes, or emerging opportunities . Implement a feedback loop where lessons learned are integrated into future strategic planning cycles.

23. KPIs If success was a place, how would you know if you got there? Outputs, outcomes and impact are terms used to describe change at different levels. Outputs are the products, goods and/or services which result from a development intervention. These are designed to produce outcomes – the short- to medium-term effects of an intervention – and eventually impacts. Whilst the terms are in common use, there is great inconsistency in how they are interpreted. Citizen satisfaction index (measuring public satisfaction with services). Reduction in processing time for government services. Increase in public awareness of key policies or programs. KPI Example

24. The OECD (Organization for Economic Co-operation and Development) 2010 framework provides clear distinctions between impact, outcome, and output in results-based management. These terms are used to measure the effectiveness of programs, projects, and policies . 1. Output Definition : The direct, tangible, and measurable products or services delivered as a result of an activity or intervention. Focus : Immediate results of activities. Example : Number of schools built, number of training sessions conducted, or number of vaccines distributed. 2 . Outcome Definition : The medium-term changes that occur due to the outputs. These can be behavioral, institutional, or policy changes. Focus : The effect of outputs on beneficiaries. Example : Increased literacy rates due to new schools, improved skills of workers after training, or higher vaccination coverage leading to disease reduction . disease due to high immunization rates. 3. Impact Definition : The long-term, broader effects of an intervention, including systemic and societal changes. Focus : Sustainable and significant change at a macro level . Example : Improved national education levels, a stronger workforce contributing to economic growth, or eradication of a disease due to high immunization rates. Outputs-outcomes-and-impact.pdf (intrac.org) A simplified diagram for M & E

25. Criteria Output Outcome Impact Timeframe Short-term Medium-term Long-term Focus Direct deliverables Changes resulting from outputs Broad and lasting effects Measurability Easily measurable Somewhat measurable More complex to measure Example (Education) Number of schools built Increase in student enrollment and learning National literacy rate improvement Key Differences at a Glance Criteria Output Outcome Impact Timeframe Short-term Medium-term Long-term Focus Direct deliverables Changes resulting from outputs Broad and lasting effects Measurability Easily measurable Somewhat measurable More complex to measure Example (Education) Number of schools built Increase in student enrollment and learning National literacy rate improvement The OECD 2010 framework helps organizations distinguish between different levels of results to ensure proper planning, monitoring, and evaluation. Outputs lead to outcomes, and outcomes contribute to impacts , forming a structured path to achieving long-term development goals. OECD stands for Organization for Economic Co-operation and Development . It is an international organization that promotes economic growth, trade, and policies to improve the well-being of people worldwide.

26. Effect Impact Evaluation Plan Update Implementation Investment Programming Program / Project Identification Policy Strategy Formulation Vision Environment Scanning Organization And Staffing Project Preparation Goals Objectives Targets Input Process Output Outcome Budgeting Internal External SWOT Framework Mission P R E P A R A T I O N Training Strategic Planning Model by Dr. Eusebio F. Miclat Model (2005)

27. 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. http://www.balancedscorecard.org/BSC-Basics/Strategic-Planning-Basics 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 http://www.balancedscorecard.org/BSC-Basics/Strategic-Planning-Basics

28. Commitment to Sustainable Development Goals ( SDG s ), Paris Agreement on Climate Change, Convention on Biological Diversity ( CBD ), Sendai Framework for Disaster Risk Reduction, World Trade Organization ( WTO ) Agreements, International Human Rights Treaties, United Nations Convention on the Law of the Sea ( UNCLOS ), ASEAN Commitments, International Labor Organization ( ILO ) Conventions, UN Framework Convention on Climate Change ( UNFCCC ), Global Compact for Migration, Montreal Protocol on Substances that Deplete the Ozone Layer, United Nations Peacekeeping Missions Ambisyon 2040 8 Points S ocioeconomic Agenda Regional Plans Local Government Plans 13 Hierarchy of Plans These commitments illustrate the Philippines' dedication to addressing pressing global issues, fostering cooperation, and promoting sustainable development on multiple fronts

29. How can the government address challenges such as dwindling or unpredictable resources, evolving public expectations, formal mandates, demographic changes, deregulation or reregulation, and upheavals in international and national economies and politics? Additionally, how can it respond to the emerging roles of public, nonprofit, and business organizations ? 1. Dwindling or Unpredictable Resources Sustainability Initiatives. Invest in renewable energy, water conservation, and sustainable agricultural practices to ensure long-term resource availability . Diversification. Reduce dependency on a limited set of resources by diversifying economic sectors and exploring alternative income streams . Resource Management. Enhance monitoring, forecasting, and regulatory mechanisms for natural resource usage.

30. 2. New Public Expectations and Formal Mandates Participatory Governance : Encourage citizen involvement through consultations, surveys, and open dialogues to ensure that government actions align with public priorities. Transparency and Accountability : Leverage digital platforms to promote openness in decision-making and service delivery. 3. Demographic Changes Social Services Expansion : Address population growth or aging through investments in healthcare, education, and housing. Workforce Development : Adapt policies to prepare the workforce for emerging industries and mitigate unemployment risks. 2. New Public Expectations and Formal Mandates Participatory Governance : Encourage citizen involvement through consultations, surveys, and open dialogues to ensure that government actions align with public priorities. Transparency and Accountability : Leverage digital platforms to promote openness in decision-making and service delivery . 3 . Demographic Changes Social Services Expansion : Address population growth or aging through investments in healthcare, education, and housing. Workforce Development : Adapt policies to prepare the workforce for emerging industries and mitigate unemployment risks.

31. 4. Deregulations or Reregulations Smart Regulations : Ensure regulations foster innovation and competition while protecting consumers, workers, and the environment. Policy Flexibility : Regularly review policies to adapt to changing economic and societal conditions . 5. Economic and Political Upheavals Crisis Preparedness : Build robust systems for disaster response, including financial safety nets and contingency plans. Strengthen Partnerships : Work closely with international allies and multilateral organizations to navigate global economic and political disruptions

32. 6. Evolving Roles of Public, Nonprofit, and Business Organizations Public-Private Partnerships (PPPs) : Collaborate with private and nonprofit sectors in infrastructure development, healthcare, and education . Capacity Building : Equip nonprofits and businesses with the tools and knowledge to effectively contribute to national development goals.

33. Create public value. Meeting mandates by fulfilling your missions. In order to do so, the Agency must produce fundamental decisions and actions that shape and guide what the organization is, what it does, and why it does so. Producing those decisions and actions requires an interconnected set of activities that organize participation, create ideas for strategic actions, build a winning coalition and implement strategies Create public value

34. Create Public Value Meet mandates and fulfill missions Produce fundamental decisions and actions that shape and guide what the organization is, what it does, and why it does it Organize participation Create ideas for strategic action Build a winning coalition Implement strategies Purposes and Functions of Strategic Planning (Bryson, 2004b, p 25)

35. How can government create greater and more enduring public value? Creating Greater and Enduring Public Value Citizen-Centered Services : Design policies and programs that directly address public needs and priorities. Use surveys and community engagement to understand societal values and align initiatives with them. Innovative Solutions : Leverage technology to improve efficiency and transparency. Foster an innovation culture that encourages new ideas and adaptive strategies. Sustainable Development : Integrate sustainability principles into economic, environmental, and social programs. Collaborate with private and nonprofit sectors to achieve long-term development goals. Performance Metrics : Develop clear metrics to measure public value creation and improve accountability. Regularly evaluate programs and services for impact and relevance.

36. 1. Conduct comprehensive analysis 2.Define clear goals and objectives 3 . Engage Stakeholders 4. Focus on Innovation . 5 . Ensure Resource Alignment Strategy Formulation How can they formulate desirable strategies and implement them effectively? 1. Develop a Detailed Action Plan 2. Strengthen Leadership and Governance 3 . Build Capacity 4 . Monitor and Evaluate . 5 . Promote Change Management Effective Implementation 6. Leverage Partnership 7. Overcoming challenges

37. Risk Management and Contingency Planning Public sector reforms and programs often face political, financial, or operational risks . A good strategic plan anticipates potential obstacles and has contingency plans in place . Example: If a government faces budget cuts, a contingency plan might include prioritizing essential services, scaling back non-essential programs, or finding alternative sources of funding.

38. During strategic planning and implementation, organizations face a variety of risks. Below are common risks and strategies to manage them effectively: A. Organizational Risks Resistance to Change : Employees or stakeholders may resist new strategies due to fear of the unknown or skepticism . Lack of Leadership Commitment : Weak leadership can derail the implementation process . Resource Constraints : Insufficient financial, human, or technological resources to execute the strategy . Skill Gaps : Lack of expertise or skills needed for implementation. 1. Possible Risks

39. Strategic Risks Misalignment with Goals : Strategies may not align with the organization’s mission or long-term vision. Inadequate Planning : Poorly defined goals, timelines, or responsibilities. Unrealistic Expectations : Setting overly ambitious targets that are unachievable within the given timeframe . External Risks Economic Volatility : Changes in economic conditions, such as inflation or recessions, can impact resource availability. Political or Regulatory Changes : New laws, policies, or political instability can disrupt plans. Technological Disruptions : Rapid changes in technology may render strategies outdated. Natural Disasters or Crises : Unexpected events like pandemics or environmental disasters can impede progress.

40. Execution Risks Lack of Coordination : Poor communication and collaboration between departments or stakeholders. Inconsistent Monitoring : Failure to track progress effectively. Scope Creep : Unplanned additions to the project that exceed initial objectives.

41. a. Risk Identification and Assessment Conduct Risk Analysis : Use tools like SWOT or PESTLE to identify potential risks. Prioritize Risks : Assess the likelihood and impact of each risk to focus on the most critical ones . b. Mitigation Plans Develop Contingency Plans : Prepare alternative actions for high-priority risks. Allocate Resources : Ensure adequate funding, staff, and technology to address potential disruptions. Training and Capacity Building : Equip employees with the skills needed to adapt to changes. c. Communication and Stakeholder Engagement Transparent Communication : Keep all stakeholders informed about risks and mitigation efforts. Involve Stakeholders : Include employees, partners, and key players in decision-making to build trust and buy-in . d. Monitoring and Control Set Key Performance Indicators (KPIs) : Regularly track progress against goals and flag deviations early. Establish Review Mechanisms : Conduct regular progress reviews to assess implementation effectiveness and make adjustments. Leverage Technology : Use project management tools to monitor timelines, budgets, and deliverables. 2. Strategies

42. e. Flexibility and Adaptability Build Flexibility into Plans : Allow room for adjustments in case of unforeseen events. Encourage Innovation : Foster a culture of creativity to find new solutions to emerging challenges . f. Leadership and Governance Strong Leadership Commitment : Leaders must visibly support the strategy to motivate teams. Governance Structures : Assign clear roles and responsibilities to ensure accountability.

43. 3. Crisis Preparedness Scenario Planning : Anticipate worst-case scenarios and plan responses. Create Emergency Funds : Set aside resources for unexpected disruptions. Develop Response Protocols : Train teams on how to act during crises.

44. Best Practices for Public Sector Strategic Planning Inclusive Planning . Engage a wide range of stakeholders to ensure that the strategic plan reflects the needs and concerns of the public. This increases legitimacy and enhances the effectiveness of the plan. Clear Accountability Structures. Clearly define roles and responsibilities to avoid confusion and ensure that action plans are executed efficiently. Transparency. Regularly report on the progress of the strategic plan to the public, ensuring accountability and building trust in government actions. Adaptability. Recognize that the public sector environment is dynamic, and a strategic plan must be flexible enough to respond to changing political, economic, or social conditions. Capacity Building. Ensure that the public sector workforce has the necessary skills

45. Cont. Capacity Building. Ensure that the public sector workforce has the necessary skills and capabilities to implement the strategic plan, including training and development. Long-Term Vision with Short-Term Milestones. While the strategic plan should have a long-term vision, break it into smaller, short-term milestones to maintain momentum and measure progress. Utilize Technology. Leverage technology for improving efficiency, enhancing transparency, and providing better public services. This could include e-governance platforms, big data analytics , or AI-driven decision-making tools .

46. A strategic plan in the public sector is essential for achieving long-term societal goals and ensuring that government institutions operate effectively, efficiently, and responsively. By following a structured process that includes setting clear goals, engaging stakeholders, aligning resources, and continuously monitoring progress, public sector organizations can improve service delivery, increase citizen satisfaction, and respond proactively to societal challenges.

47. Biotechnology  is a technology that uses biological systems or living organisms  for a particular purpose. It includes a variety of biological techniques and principles applied to product research and development ( micropropagation, in Agri) Genomics  is defined as 'the study of the complete genetic material, including both the structure and function of genes, of an organism The use of liposomes ( nanoscale vesicles) to deliver chemotherapy drugs directly to tumors has been studied extensively. This approach is already in clinical use, improving outcomes while reducing side effects.

48. The frontiers of strategic planning are dynamic, reflecting an environment that is increasingly volatile, uncertain, complex, and ambiguous (VUCA). Key Strategic Planning Frontiers These frontiers refer to innovative or cutting-edge trends that are transforming how organizations think about and execute their strategies . In this context, businesses need to stay ahead of trends, embrace technology, and remain flexible in their strategies. A forward-thinking, data-driven approach that prioritizes sustainability, agility, and innovation will be key to thriving in this ever-evolving landscape.

49. Agility and Flexibility in Strategic Planning. Data-Driven and AI-Powered Strategic Planning Environmental, Social, and Governance (ESG) factors Digital Transformation and Technology Integration Customer-Centric and Experience-Driven Strategy Globalization and Strategic Alliances Leadership and Change Management Innovation and Disruptive Strategy Human Capital and Talent Strategy 10. Social and Political Influence Key Strategic Planning Frontiers

50. Putting all together Planning is the organization of Hope

51. Open Floor for Questions

52. Class Requirements (60%) STRATEGIC MANAGEMENT OPTIONS SWOT Analysis TOWS Analysis Prioritization: SMOs Analysis

53. Books Mintzberg, H., Ahlstrand, B., & Lampel, J. (2005). Strategy safari: A guided tour through the wilds of strategic management . Simon & Schuster. Porter, M. E. (1998). Competitive strategy: Techniques for analyzing industries and competitors . Free Press. Rumelt, R. (2011). Good strategy bad strategy: The difference and why it matters . Crown Business. Grant, R. M. (2016). Contemporary strategy analysis: Text and cases edition (9th ed.). Wiley. Godet, M. (2006). Creating futures: Scenario planning as a strategic management tool . Economica . Academic Articles & Journals Schoemaker, P. J. H. (1995). Scenario planning: A tool for strategic thinking. Sloan Management Review, 36 (2), 25–40. Van der Heijden, K. (2005). Scenarios: The art of strategic conversation (2nd ed.). Wiley. Slaughter, R. A. (1999). A new framework for strategic foresight: The five dimensions of foresight. Futures, 31 (5), 495–511. https://doi.org/10.1016/S0016-3287(99)00051-0 Voros, J. (2003). A generic foresight process framework. Foresight, 5 (3), 10–21. https://doi.org/10.1108/14636680310698379 R E F E R E N C E S

54. Reports & White Papers World Economic Forum. (2020). Strategic intelligence: A guide to understanding and managing complex systems . https://www.weforum.org McKinsey & Company. (2021). The future of strategy: Adapting in a fast-changing world . https://www.mckinsey.com Deloitte Insights. (2022). Strategic foresight: Navigating uncertainty and disruption . https://www2.deloitte.com Online Resources Harvard Business Review. (n.d.). Strategic planning articles . Retrieved February 5, 2025, from https://hbr.org/ Institute for the Future. (n.d.). Foresight and strategic planning research . Retrieved February 5, 2025, from https://www.iftf.org/ Future Today Institute. (n.d.). Strategic foresight reports . Retrieved February 5, 2025, from https://www.futuretodayinstitute.com/ R E F E R E N C E S