Strategic Planning And Planning Methods For Goal Achievement

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Planning Methods for Goal Achievement
Successful organizations are often the result of a leader’s vision. But how do these leaders take their vision from the drawing board to the boardroom? In order to turn visions into reality, a plan must be put in place. A strategic planning method can effectively implement the vision of an organization and assist in the planning and achievement of goals. This report will examine the general structure and purpose of the strategic planning method, two specific types of strategic plans, and the situations where these specific types are most appropriately used.
Strategic Planning
The Business Dictionary (2015) defines strategic planning as “A systematic process of envisioning a desired future, and translating
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To achieve these long term objectives, the strategic plan is broken down even further by the use of tactical and operational plans. Tactical plans supplement strategic plans by outlining goals for lower-level departments. These goals directly support the overall strategic plan by breaking down each departments responsibilities. Operation plans break down objectives further and are implemented to guide the day to day operations of the organization. These operational plans focus on the specific duties of employees and are the building blocks necessary to complete the larger goals of the organization (Study.com 2015).
This structure can help leaders direct their teams focus by providing a roadmap to the successful realization of the organizational vision. As Treen (2000) states, “No organization can expect to grow if it does not innovate or experiment”. However, given the wide variety of organizations around the globe, there is no “one size fits all” strategic plan. Two examples of a how a strategic plan can be tailored to one organizations specific needs will now be examined to show how the strategic plan can be tailored to the specific needs of an
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Roxborough (2009) explains the features that make them a “powerful tool for understanding uncertainty and developing strategy”. He explains that scenarios expand your thinking, uncover inevitable or near-inevitable futures, they protect against groupthink, and allow people to challenge conventional wisdom. By coming up with different scenarios, it allows the consideration of many different outcomes. Wright (2000) points out the advantage of this is that allows an organization to consider how strategic decisions would fare in each of the given scenarios. In this way, decisions that are beneficial in many of the scenarios would make the most sense to implement, while others that would only apply in one scenario may be not worth the

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