Strategic Planning: Efficiency, Tactics, and Business Goals

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Planning and Efficiency

Efficiency is the ability to do things correctly. These two criteria must align with the implementation of two aspects: planning, the establishment of goals, and the selection of the correct means to reach those goals. Both aspects are of great importance to the administrative process.

Strategy

The traditional approach to strategy states: "Science and art applied to the general conduct of large-scale operations, which influence the long-term effectiveness of an organization."

Strategic Planning

Strategic planning involves determining tactics, projects, and next steps. This represents the strategic planning process currently applied throughout the business sector.

Igor Ansoff (1980)

Identifies the emergence of strategic planning since the 1960s and the associated changes in impulses and capabilities. Early modern scholars who linked the concept of business strategy were: von Neumann, in his work on game theory, which refers to a series of events that run within an enterprise, selected for specific situations.

Formal Strategic Planning

Its modern features were first introduced into commercial enterprises in the mid-1950s. Other types of organizations producing services and products began to worry about their misalignment with the environment. The cause, known as the strategic problem, was perceived as arising from a mismatch between the technical and economic aspects of products and market demand. The solution was found in Production Strategy, which included analysis of rational opportunities offered by the environment, the company's weaknesses, as well as its strengths, and the selection of a compromise between the most important objectives of the company. Once the strategy is chosen, the critical part of the solution is achieved, and the company should immediately implement it. In the intervening years, the perception of the strategic problem has experienced rapid and dramatic changes due to a better understanding of the real nature of the mismatch with the environment and the processes introduced for a solution.

Peter Drucker (1954)

Strategy requires the analysis of the current situation and, if necessary, amending or changing identified weaknesses, knowing what resources the company has and what they should be.

Alfred Chandler

Determines the basic long-term goals and the adoption of resources and resource allocation that should be implemented to achieve the desired goals.

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