Strategic planning

Summary

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 an important aspect of strategic management. It is executed by strategic planners or strategists, who involve many parties and research sources in their analysis of the organization and its relationship to the environment in which it competes. Strategy has many definitions, but it generally involves setting strategic goals, determining actions to achieve the goals, setting a timeline, and mobilizing resources to execute the actions. A strategy describes how the ends (goals) will be achieved by the means (resources) in a given span of time. Often, Strategic Planning is long term and organizational action steps are established from two to five y

Official source

https://en.wikipedia.org/wiki/Strategic_planning

About this result

This page is automatically generated and may contain information that is not correct, complete, up-to-date, or relevant to your search query. The same applies to every other page on this website. Please make sure to verify the information with EPFL's official sources.

Related publications (22)

Related publications

Related people (1)

Related people

Related units

Related concepts (12)

Related concepts

Related courses (13)

Related courses

Related lectures (27)

Related lectures

New information technology developments continue to have a significant impact on large-scale architectural/engineering/construction (A/E/C) projects. However, the issue of whether A/E/C organizations are receiving adequate returns from their information technology (IT) investments remains an important managerial concern. Earlier work on financial models has concentrated on firm-wide strategies for maximizing the return of investments. Traditional financial models for measuring the value of information technology investments typically work well for static business strategies and single business scenarios. These models are inappropriate for large-scale A/E/C projects, which typically have multiple firms participating over a fixed project life cycle and proportionately splitting the cumulative benefits accrued over the project life cycle after their involvement on the project. To resolve these issues, the paper proposes a strategic planning framework based on IT diffusion for maximizing the value of investments in strategic capabilities. The essential steps in the strategic planning framework include environmental scan, internal scrutiny, IT diffusion analysis, and IT investment modeling. To demonstrate the framework and an integrated approach to IT investment planning, the paper presents a case study based on a large-scale A/E/C project.

1999

IP Strategy and Use Of IP Protection Mechanisms Across Firm Size: An empirical investigation

Tilo Peters, Jana Thiel

In this paper we use data from the 2012 Innovation Strategy Survey (485 responses) to compare motives and choices with respect to IP strategy in firms with sizes ranging from micro to very large. Our results confirm significant differences across firm size when it comes to strategic goals, availability of means to deal with open innovation environments, the ability to generate licensing revenues, as well as the in the practice and motivations for the use of non-patenting disclosure. We find, for example, that the potential of licensing as a means of appropriating value only holds in the context of the very large firms, which has implications for the IP strategy of smaller actors. Likewise, we also begin to see a pattern emerging concerning the openness of firms’ innovation strategy wherein the extremes of the firm-size scale tend to express similar behavior but for apparently different reasons; thus they apply differing IP strategies. By our interpretation, smaller firms exhibit a predominant preference for open IP strategies while very large firms tend to exhibit more closed IP strategies. We also find that the majority of firms—in particular micro-sized firms—is interested in securing freedom to operate. This provides further reason for us to believe that the practice of strategic disclosure—a competitive and cost effective means to enhance freedom to operate—is underrepresented in awareness and use within integrated IP strategies.

2016

Low Cost Pills or High End Innovation? Strategic Growth Options for Firms in Developing Market Economies

Anu Wadhwa

2008