Strategic planning is present not only in the education field but in all fields world wide is a strong indicator of just how popular and critical this process is to the success of companies and organizations. Operational planning is as close to opposite strategic planning as there is. Strategic as we discussed before is considered long term, and operational is short term planning model. Just mentioning short term operational planning and the first thing that comes to mind for me is speed. Sure you can plan for weeks hours, minutes in the day but that isn’t the speed I’m talking about. For me the speed in operational planning comes in situations of disaster, when you need immediate results. I’m not sure you’ll follow me on this one however, oddly enough I think focus, which I mentioned above will also apply …show more content…
I’ve highlighted how important the are individually and the fact that when you compare the two they are as close to opposites as tools come. These are two very independent pieces, that actually must operate side by side. To loose focus on one can possibly derail them both. The success of a company can’t be measure by strategic planning or by organizational planning alone, the success will come from the collaboration of both only. I had no idea how to write this paper. I found myself at the end reading it back saying what is this about? What point am I trying to make? When I read the Three Planning Questions, and my point became clear. Along with the understanding of why we have to use two peer-reviewed articles. When I read this granted it’s old, really old actually. But the point is makes truly completes this paper. The story is about a CEO looking to another CEO to answer three important questions. In my opinion the questions didn’t really matter. What mattered was the answer that came from the meeting. The answer to paraphrase was this, “deal with the situation at hand, using the most important resource our knowledge and how to use our knowledge to accomplish our goals.” From that information the CEO understood that his/her organization from that day forward would always seek a balance between long term and day to day activities (Kelly