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As such, strategic planning occurs around the strategy formation activity. [1] Strategic planning can be used in Project Management that focuses on the development of standard methodology that is repeatable and will result to high chances of achieving project objectives. This requires a lot of thinking process and interaction among stakeholders.
The Ansoff matrix is a strategic planning tool that provides a framework to help executives, senior managers, and marketers devise strategies for future business growth. [1] It is named after Russian American Igor Ansoff , an applied mathematician and business manager, who created the concept.
Strategic planning may also refer to control mechanisms used to implement the strategy once it is determined. In other words, strategic planning happens around the strategic thinking or strategy making activity. [15] Strategic management is often described as involving two major processes: formulation and implementation of strategy.
The first diagrams of this type appeared in the early 1990s, and the idea of using this type of diagram to help document Balanced Scorecard was discussed in a paper by Robert S. Kaplan and David P. Norton in 1996. [1] The strategy map idea featured in several books and articles during the late 1990s by Robert S. Kaplan and David P. Norton.
The Strategy Paradox is a business strategy book by author Michael E. Raynor, who is the Distinguished Fellow with Deloitte Research. The Strategy Paradox was published in 2007 by Currency/Doubleday. It was named a top ten book of 2007 by BusinessWeek, [1] and a top five strategy book of 2007 by Strategy+Business. [2]
The strategic assumptions surfacing and testing method is one rigorous method of identifying strategic assumptions. Like other types of assumptions, strategic assumptions are the assumptions held by decision-makers about different types of factors and drivers of change that have influenced their thinking, decision-making or planning. Strategic ...
Mintzberg argued that strategic thinking cannot be systematized and is the critical part of strategy formation, as opposed to strategic planning exercises. In his view, strategic planning happens around the strategy formation or strategic thinking activity, by providing inputs for the strategist to consider and providing plans for controlling ...
In the November 1981 issue of Management Review (AMA Forum), George T. Doran's paper titled "There's a S.M.A.R.T. way to write management's goals and objectives" introduces a framework for setting management objectives, emphasizing the importance of clear goals. [1] [5] The S.M.A.R.T. criteria he proposes are as follows: