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INTEGRAL STRATEGIC PLANNING SYSTEM
In the worldwide context of the third millennium, the competitiveness of companies, institutions, industries, countries and people, is a critical factor for success. The Integral Strategic Planning System is essential for all organizations and countries that want to be successful in the globalized world in which we compete today.
BACKGROUND
The great Chinese Strategist, Sun Tzu, initially applied Strategic Planning more than 2,300 years ago, through the armed forces. In the Sixties the implementation of the system could be seen in North American, European, and Asian countries. Though very few companies in Guatemala integrated the use of the system in the Eighties, it took greater force in the Nineties, and is now considered a requisite for all highly competitive companies and institutions of the third millennium. Companies like Sony, who follow an Enterprise Strategic Plan for the next 100 years, are models to companies like Grupo Pantaleón in Guatemala, which counts on Strategic Planning for the next 25 years.
Other cities, states, and countries have also taken the approach of Strategic Planning. Notable examples are Singapore, a country which counts on dynamic planning for its next 25 years, and the city of San Francisco in the USA which has counted on a Strategic Plan since 1982.
Even in this year of elections in Guatemala, it is requisite that all aspiring candidates to the Presidency of the Republic, Congressmen, Mayors, and Governors count on a Strategic Plan for their management.
ELEMENTS OF COMPETITIVENESS FOR THE PRESENT SUCCESS
With the globalization of the markets, today’s organizations must have an integral approach that assures its global competitiveness through administering, in excellent form, the related aspects to the Volume of its Operations, Costs, Image, Quality, Attention and Service to the Client, Response Time, Research and Development, Creation of Value, and Enterprise Social Responsibility among other critical factors of success; this and more we can obtain with Integral Strategic Planning System.
CRITICAL FACTORS OF SUCCESS OF THE ORGANIZATIONS OF WORLDWIDE CLASS
•To constantly look for a better way to do things, Continuous Improvement
• To develop serious, positive, and permanent relations with the main interested parts of the company (stakeholders)
• To adopt the firm attitude to look at the company from the perspective of the processes
PHASES
1) Internal and External Integral diagnosis
2) Design of the Integral Enterprise Strategic Plan with the Board of Directors
3) Rational allocation of Resources
4) Communication to Managers
5) Design of the Tactical Plan with Area Managers
6) Design of the Operative Plan with Supervisors and Controls
7) Allocation of Resources
8) Launching with all the personnel
9) Implementation and Pursuit
10) Dynamic Update
DESIGN OF THE STRATEGIC PLANNING SYSTEM ENTERPRISE INTEGRAL
It is responsibility of the Directors of Board of directors, to define the Strategic Plan Enterprise Integral. It is the process by which the leaders order their objectives, input, and plans of action in the time, to obtain results in ordered form.
INTEGRAL APPROACH
• Clients or end users
• Distributors
• Internal collaborators
• Suppliers
• Shareholders
• Community, Society
INTEGRATING SYSTEM OF ALL THE ORGANIZATION
• From top to bottom
• From bottom to top
• Horizontal, dynamic
AT ENTERPRISE AND MANAGEMENT LEVEL WE MUST RESPOND IN THE PRESENT AND THE FUTURE ABOUT:
•How to assure the survival, the competitiveness, the growth and
the profits
•Where to invest the actual resources of the company
•From where the necessary resources for the Plan will be obtained
APPROACH
1. To identify future challenges and opportunities
2. To delineate the global answer of our organization to such
challenges
3. To establish where we want to be
• Where we want to go
• Where we are
• How to arrive there
• When to arrive
• With what we will arrive
• Who of us will arrive
• What indicates to us that we will arrive
STRUCTURE
• Vision
• Mission
• Values
• Strengths
• Opportunities
• Weaknesses
• Threats
• Objectives
• Goals
• Action Plan
• Contingencies Plan
• Budgets
• Investments Plan
• Permanent pursuit
• Systematic update
ALLOCATION OF RESOURCES, BUDGETS
• Planning
• Rational allocation of resources
• Expenses and operation
• Plan of investments
• Cash Flow
• Projection of state of results
• Pursuit
• Budgetary execution
• Evaluation of results, profits
• Optimization
LAUNCHING
It is important that when concluding the phase of design, one, in order for all in the company to participate in their fulfillment, must have meetings inclusive of all personnel of the organization for the official launching of the plan.
IMPORTANT ELEMENTS FOR THE IMPLEMENTATION AND PURSUIT
The implementation of plans is the element that turns the dreams into tangible realities. Among other aspects it is important to consider and to reinforce:
• Active Participation at all levels
• Commitment
• Definition of Responsibilities
• Oriented to achievement
• Team Work
• Systematic, Permanent and Opportune
• Evaluation of the Performance of the Personnel
• Critical factor of success
• Excuses are not accepted
• Positive attitude, good will
• Participation of ALL Personnel
DYNAMIC UPDATE
The Strategic Plans, as well as the administration, are a dynamic process and should be updated as soon as changes occur in the different related aspects from the enterprise surroundings. The Strategic Plan must be actualized at least, once a year.
CONCLUSION
The Strategic Planning System is the means to increase the global competitiveness of an organization. Like an airplane before undertaking a flight needs a flight plan, also a company needs a Strategic Plan to define its future and to consolidate its position permanently.
To resume, the Integral Enterprise Strategic Planning, is a systematic form to manage changes in companies, look for the continuous improvement in order to compete advantageously in the market, adapt to the surroundings, redefine products and services, and to maximize the benefits. This reflective and creative process gives place to a series of strategies so that the company expands its growth, profits and effectiveness, while considering the strong and weak points of the present as well as the challenges and future opportunities.
Luis A. Velásquez Q.
President
CONSULTORIA INTERNACIONAL
Phone: (502) 2366-8276 and 77, (502) 2367-5495 and (502) 5203-6546
Email: luis.velasquez@consuinter.com
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