Best Practice Report: Strategy: Strategic Planning Process

Strategic planning is a systemic process through which an organisation assesses where it is at the present time, communicates where it wants to be in the future (through its mission and vision), and makes the necessary decisions to reach its goals. The process includes making sure that monitoring, control and improvement mechanisms are in place, which help to ensure the smooth implementation of the plan and mitigate any interruptions.


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Achieving strategic agility through a strategic planning portfolio process

This stimulating article explores lessons from Switzerland based packaging and processing company Tetra Pak on how to develop real-world strategic agility by moving to a continuous decision-making process. Tetra Pak successfully challenged the notion that strategic planning is solely driven by the line organisations where typically operational planning follows strategic planning. Instead, it emphasized that the implementation of strategic initiatives at a cross-functional level as another means of building capabilities. This form of strategic planning occurred through the portfolio approach of strategic initiatives across units. The author provides tips on the direction towards which multinational corporations should strive, if they want to develop real-world strategic agility.



Hospital’s Visual Management concept targets zero harm

In its journey to excellence, Duke Raleigh Hospital, a US hospital, acknowledged that a single harm to any patient or team member was one too many and set a target of ensuring zero patients or team members suffered harm while receiving or providing care. To engage staff Duke used visual management and asked every unit to huddle every day to review the six priority harms to understand every time that zero was no achieved to identify what happened and what could be done differently. Target-zero boards were designed and put up on every inpatient unit visible to patients and staff. Unit staff huddled and measured every week the number of harms to patients or staff. Duke was visibly able to show and talk about each harm every time every time the goal of zero was not achieved. The teams on the floor not only knew about a patient or an employee who was harmed but they knew their story. They knew their name. That made it real and motivated them to think “how do I get to zero next time?”.

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