Strategic planning?

La strategic planningAs it has been done so far, it has turned out to be strategic programming in practice, which has led many managers to make big mistakes: strategic programming has been confused with strategic thinking.
La strategic planning It is related to the Insights, while strategic thinking is related to synthesis. Developing strategic planning requires more than just a synthesis; informal learning that produces new categories and new perspectives must be supported.
The failure of planning has consisted in extrapolating existing strategies from the past, discouraging serious organizational changes, which are the ones that produce real strategies.
The decline in strategic planning can be blamed on the clash between two management styles. Strategic planning represents a calculating style versus a committed style, but no strategy will be viable without the commitment of the people who can make it possible.
The big mistake in strategic planning has been considering that, as the Insights encompasses synthesis, strategic planning is strategy making. This error can be subdivided into three erroneous considerations.

The belief in the possibility of prediction.

For an organization that is related to a changing and unpredictable environment, the prediction of discontinuities, such as an increase in Prices, it is practically impossible. Although this does not categorically deny the possibility of a certain intuition.

Separation between strategies and strategists.

It tries to make us believe that systems think, so strategies must be separated from operations or tactics, the formulation of implementation, the thinkers of the producers and the strategists in control of their strategies.
This is a misconception: systems have never been able to reproduce the synthesis of a human being's thought. Strategy making is an immensely complex process involving unconscious elements of human thought. A strategy can be deliberate, but it can also unfold unpredictably without any conscious intention.

Formalization of the strategy development process.

La elaboration of strategies It is a learning process that goes in another direction: we think to act, but we can also act to think. This is the essence of strategizing as a learning process.
The procedures Formal can never foresee discontinuities or create new strategies. Strategic planning does not provide us with new strategies; on the contrary, it cannot proceed without its prior existence. The name of strategic planning is wrong; what we know as such should have been called strategic programming.
In addition to the three errors mentioned, it must be taken into account that planners and managers develop different roles in an organization. Managers have critical information available to them that planners do not have, and they tend to favor action over reflection, which may cause them to overlook important analytical information; planners, by contrast, tend to Insights.
Both of them complement each other; the Insights You cannot create strategies, but you can develop them. Planning cannot generate strategies, but by supplying you with viable strategies you can program them and make them operational.
La programming Strategic involves three steps: coding, elaboration and conversion into strategies.
Coding means clarifying and expressing strategies in terms sharp enough to make them formally operational, so that their consequences are anticipated in detail. Elaboration means breaking down the strategies coded into sub-strategies and ad hoc programs, specifying what must be done to carry out each strategy. Conversion means considering the effects of changes in the company's operations.
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