Planification stratégique

Résumé

La planification stratégique est le processus de développement de stratégies afin d'atteindre un objectif fixé. Pour Peter Drucker, la planification stratégique (strategic planning) est le processus continu de réalisation des décisions entrepreneuriales (comportant une prise de risque) et en fonction de la plus grande connaissance de leur évolution future, l'organisation systématique des efforts nécessaires pour mettre en place ces décisions et mesurer le résultat de ces décisions par rapport aux prévisions grâce à un retour d'expérience organisé et systématique. Selon l'Ordre des administrateurs agréés du Québec, "la planification stratégique d'entreprise consiste à établir un plan d'ensemble comportant des stratégies de développement des ressources humaines, financières et matérielles, en relation avec ses capacités de développement, tout en tenant compte des facteurs internes ou exogènes. La planification stratégique permet d'orienter ou de repositionner les efforts de l'entrep

Source officielle

https://fr.wikipedia.org/wiki/Planification_strat%C3%A9gique

À propos de ce résultat

Cette page est générée automatiquement et peut contenir des informations qui ne sont pas correctes, complètes, à jour ou pertinentes par rapport à votre recherche. Il en va de même pour toutes les autres pages de ce site. Veillez à vérifier les informations auprès des sources officielles de l'EPFL.

Publications associées (22)

Publications associées

Chargement

Personnes associées (1)

Personnes associées

Chargement

Unités associées

Chargement

Concepts associés (12)

Concepts associés

Chargement

Cours associés (13)

Cours associés

Chargement

Séances de cours associées (27)

Séances de cours associées

Chargement

Information Technology Planning Framework for Large-Scale Civil Infrastructure Projects

Thomas Alois Weber

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

Chargement

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

Chargement

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

Anu Wadhwa

2008

Chargement