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Strategic planning is an organization 's process of defining its strategy or direction, and making decisions on allocating its resources to attain strategic goals. Furthermore, it may also extend to control mechanisms for guiding the implementation of the strategy. Strategic planning became prominent in corporations during the 1960s and remains ...
Combat Estimate. The Combat Estimate, also known as the Seven Questions is a sequence of questions used by military commanders, usually in contact with the enemy, to plan their response, such as a platoon attack. [1][2] It provides a means for formulating a plan that meets the exigencies of battle, even in very difficult circumstances.
ISBN 9781135186357. Retrieved 2018-06-17. Strategic management is the process of assessing the corporation and its environment in order to meet the firm's long-term objectives of adapting and adjusting to its environment through manipulation of opportunities and reduction of threats.A corporation-oriented view.
Hoshin Kanri (Japanese: 方針管理, "policy management") [1] is a 7-step process used in strategic planning in which strategic goals are communicated throughout the company and then put into action. [2][3] The Hoshin Kanri strategic planning system originated from post-war Japan, but has since spread to the U.S. and around the world. [4][5 ...
Strategic implementation is often associated with performance management. Tools such as balanced scorecard and its derivatives such as the performance measurement, or the ACME (Articulate, Communicate, Monitor and Engage) framework. [11] can be practical and useful to successfully implement a strategy.
Military Decision Making Process. The Military Decision Making Process[1] (MDMP[2][3]) is a United States Army seven-step [4] process for military decision-making in both tactical and garrison environments. [1] It is indelibly linked to Troop Leading Procedures and Operations orders.
A strategy map is a diagram that documents the strategic goals being pursued by an organization or management team.It is an element of the documentation associated with the Balanced Scorecard, and in particular is characteristic of the second generation of Balanced Scorecard designs that first appeared during the mid-1990s.
The dynamic model of the strategy process is a way of understanding how strategic actions occur. It recognizes that strategic planning is dynamic, that is, strategy-making involves a complex pattern of actions and reactions. It is partially planned and partially unplanned. A literature search shows the first of these senses to be both the ...
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