The strategic planning approach is a dynamic cycle that
begins with understanding the environment, clarifying the organization’s
direction, formulating strategies to achieve the vision, and translating those
strategies into actionable plans. It is not a one-time exercise but a
continuous process of execution, monitoring, and updating.
Here's a breakdown of each component, elaborated with
practical insights and how they interconnect:
1. Environmental Assessment (Where are we
now?) - This is the diagnostic phase, focusing on understanding the internal
and external landscape.
- Purpose: To evaluate the organization’s current and future position in its competitive, social, political, and economic environment.
- Activities include:
o SWOT
analysis (Strengths, Weaknesses, Opportunities, Threats).
o PESTEL
analysis (Political, Economic, Social, Technological, Environmental, Legal),
stakeholder mapping, and industry/market
trend analysis.
- Output: A clear understanding of the challenges, risks, and opportunities the organization faces.
- Key Question: Where are we now?
This phase lays the foundation; without understanding your
terrain, you cannot chart a meaningful path forward.
2. Organizational Direction (Where should
we be going?) - This is the aspirational core—defining purpose and long-term
intent
- Purpose: To set the high-level direction through vision, mission, and core values.
- Activities include:
- Reviewing
or updating the mission (what the organization does), refining the vision
(what the organization aims to become in the future), and establishing
core values (principles guiding decisions and behavior).
- Output: A shared understanding of the organization’s purpose and long-term aspirations.
- Key Question: Where should we be going?
Think of this as your compass—it doesn’t tell you how to get
there, but it ensures you’re heading in the right direction.
3. Strategy Formulation (How do we get
there?) - This is the design phase - translating direction into an actionable
strategy
- Purpose: To translate direction into actionable strategies and goals.
- Activities include:
o Setting
strategic goals and objectives.
o Identifying
major initiatives, programs, or projects.
o Allocating
resources and determining performance measures.
- Output: Strategic roadmap consisting of clear goals, initiatives, and measurable outcomes.
- Key Question: How do we get there?
This is where the performance tree often comes in—mapping
goals to outcomes, outputs, and activities.
4. Implementation Planning (Execution /
Update) - This is the operational phase - turning strategy into reality
- Purpose: To develop detailed action plans to execute the strategies.
- Activities include:
o Breaking
down goals into annual plans, projects, and tasks.
o Assigning
responsibilities and timelines.
o Setting
budgets and monitoring mechanisms.
o Conducting
periodic reviews and updating the plan as needed.
- Output: Operational plans and monitoring tools to ensure execution.
- Key Question: What actions are required?
This phase is where strategic intent meets bureaucratic
reality—requiring precision, coordination, and adaptability.
The Cycle
The process is cyclical, meaning once implementation is
underway, the organization must return to Environmental Assessment to
check:
- Have external conditions changed?
- Are the strategies still relevant?
- Do we need to adjust direction or execution?
This ensures continuous learning, adaptability, and
improvement.
Quranic Insight for “Planning & Provisions”
“Joseph said, ‘You will plant for seven years consecutively; and what you harvest leave in its spikes, except a little from which you will eat." (Quran Surah 12 Yusuf Ayat 47)
This verse illustrates how Prophet Yusuf (‘alayhi salam) applied foresight and careful planning in managing resources for the wellbeing of society. In a similar way - much like a train system that moves people smoothly toward their destination.
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