Strategic Planning (전략적 계획 수립)

Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy. In order to determine the future direction of the organization, it is necessary to understand its current position and the possible avenues through which it can pursue particular courses of action. Generally, strategic planning deals with at least one of three key questions:^[1]

1. "What do we do?"
2. "For whom do we do it?"
3. "How do we excel?"

Many organizations view strategic planning as a process for determining where an organization is going over the next year or—more typically—3 to 5 years (long term), although some extend their vision to 20 years.

George Friedman in The Next 100 Years summarises "the fundamental principle of strategic planning: hope for the best, plan for the worst".^[2]

1. 우리는 무엇을 하는가?

2. 누구를 위해서 하는가?

3. 어떻게 잘할수 있는가?

Key components

The key components of 'strategic planning' include an understanding of an entity's vision, mission, values and strategies. (In the commercial world a "Vision Statement" and/or a "Mission Statement" may encapsulate the vision and mission).

• Vision: outlines what the organization wants to be, or how it wants the world in which it operates to be (an "idealised" view of the world). It is a long-term view and concentrates on the future. It can be emotive^{[citation needed]} and is a source of inspiration. For example, a charity working with the poor might have a vision statement which reads "A World without Poverty."

• Mission: Defines the fundamental purpose of an organization or an enterprise, succinctly describing why it exists and what it does to achieve its vision. For example, the charity above might have a mission statement as "providing jobs for the homeless and unemployed".

• Values: Beliefs that are shared among the stakeholders of an organization. Values drive an organization's culture^{[citation needed]} and priorities and provide a framework in which decisions are made. For example, "Knowledge and skills are the keys to success" or "give a man bread and feed him for a day, but teach him to farm and feed him for life". These example maxims may set the priorities of self-sufficiency over shelter.

• Strategy: Strategy, narrowly defined, means "the art of the general".^{[citation needed]} - a combination of the ends (goals) for which the firm is striving and the means (policies) by which it is seeking to get there. A strategy is sometimes called a roadmap - which is the path chosen to plow towards the end vision. The most important part of implementing the strategy^{[citation needed]} is ensuring the company is going in the right direction - defined as towards the end vision.

Organizations sometimes summarize goals and objectives into a mission statement and/or a vision statement. Others begin with a vision and mission and use them to formulate goals and objectives.

Many people mistake the vision statement for the mission statement, and sometimes one is simply used as a longer term version of the other. However they are distinct; with the vision being a descriptive picture of a desired future state; and the mission being a statement of a rationale, applicable now as well as in the future.^{[citation needed]} The mission is therefore the means of successfully achieving the vision. This may be in the business world or the military.

For an organization's vision and mission to be effective, they must become assimilated into the organization's culture. They should also be assessed internally and externally. The internal assessment should focus on how members inside the organization interpret their mission statement. The external assessment — which includes all of the businesses stakeholders — is valuable since it offers a different perspective. These discrepancies between these two assessments can provide insight into their effectiveness.

비전 vs 미션 

비전 : 이상적인 미래의 모습을 그리는 것

미션 : Statement of rationale. 이유를 설명하는 것. 비전을 달성하기 위한 수단.

Strategic planning process

There are many approaches to strategic planning but typically one of the following approaches is used:

Situation-Target-Proposal Situation - evaluate the current situation and how it came about. Target - define goals and/or objectives (sometimes called ideal state) Path / Proposal - map a possible route to the goals/objectives

Draw-See-Think-Plan Draw - what is the ideal image or the desired end state? See - what is today's situation? What is the gap from ideal and why? Think - what specific actions must be taken to close the gap between today's situation and the ideal state? Plan - what resources are required to execute the 'plan'?

프로세스

(1) 상황파악 - 목표설정 - 방향설정

(2) 이상적인 모습 그리기 - 현재 상황 파악하기 - 구체적 행동 정하기 - 필요한 자원 구하기

Tools and approaches

Among the most widely used tools for strategic planning is SWOT analysis which means (Strengths, Weaknesses, Opportunities, and Threats). The main objective of this tool is to analyze internal strategic factors, strengths and weaknesses attributed to the organization, and external factors beyond control of the organization such as opportunities and threats.

Other tools include:

• Balanced Scorecards, which creates a systematic framework for strategic planning;
• Scenario planning, which was originally used in the military and recently used by large corporations to analyze future scenarios.
• PEST analysis (Political, Economic, Social, and Technological)
• STEER analysis (Socio-cultural, Technological, Economic, Ecological, and Regulatory factors)
• EPISTEL (Environment, Political, Informatic, Social, Technological, Economic and Legal).
• ATM Approach (Antecedent Conditions, Target Strategies, Measure Progress and Impact).^[3] Once an understanding of the desired endstate is defined, the ATM approach uses Root Cause Analysis (RCA) to understand the threats, barriers, and challenges to achieving the endstate. Not all antecedent conditions identified through RCA are within the direct and immediate control of the organization to change. Therefore, a review of organizational resources, both human and financial, are used to prioritize which antecedent conditions will be targeted. Strategies are then developed to target the prioritized antecedent conditions. Linking strategies to antecedent conditions ensures the organization does not engage in activity traps: feel good activities that will not lead to desired changes in the endstate. Once a strategy is defined then performance measures and indicators are sought to track progress toward and impact on the desired endstate.

Situational analysis[edit source | editbeta]

When developing strategies, analysis of the organization and its environment as it is at the moment and how it may develop in the future, is important. The analysis has to be executed at an internal level as well as an external level to identify all opportunities and threats of the external environment as well as the strengths and weaknesses of the organizations.

There are several factors to assess in the external situation analysis:

1. Markets (customers)
2. Competition
3. Technology
4. Supplier markets
5. Labor markets
6. The economy
7. The regulatory environment

It is rare to find all seven of these factors having critical importance. It is also uncommon to find that the first two - markets and competition - are not of critical importance. (Bradford "External Situation - What to Consider")

Analysis of the external environment normally focuses on the customer. Management should be visionary in formulating customer strategy, and should do so by thinking about market environment shifts, how these could impact customer sets, and whether those customer sets are the ones the company wishes to serve.

Analysis of the competitive environment is also performed, many times based on the framework suggested by Michael Porter.

With regard to market planning specifically, researchers have recommended a series of action steps or guidelines in accordance to which market planners should plan.^[4]

(출처 : http://en.wikipedia.org/wiki/Strategic_planning)