Integrating Global Trends Information Into Army Strategic Planning Processes

1993 ◽  
Author(s):  
Richard L. Schneider ◽  
Prameela V. Reddy ◽  
Samuel T. Ariaratnam ◽  
Victoria J. McCleary
Keyword(s):  
Strategic Planning ◽  
Global Trends ◽  
Planning Processes

Theory, methodology and practice of regional strategic planning

2021 ◽  
Author(s):  
Ol'ga Babina
Keyword(s):  
Strategic Planning ◽  
Simulation Model ◽  
Simulation Modeling ◽  
Economic Agents ◽  
Modeling Technology ◽  
Wide Range ◽  
Regional Strategic Planning ◽  
Planning Processes ◽  
Rational Management

In the monograph, the region is presented as a complex, multilevel socio-economic system consisting of many heterogeneous, interacting economic entities of different levels (economic agents and markets, management, resources and economic processes), jointly organizing reproduction processes embedded in the economic space of the national economy on the local territory. Currently, the role of rational management of the socio-economic development of the region is increasing. In such conditions, it is advisable to use strategic planning, which, in turn, has increasingly been carried out using a simulation model. The simulation model in regional strategic planning allows government agencies to predict their activities in the presence of various controlled and uncontrolled factors of the external and internal environment. In this study, the list of principles of strategic planning focused on the processes of strategic planning of the region using the method of simulation modeling is supplemented. A methodology for organizing strategic planning processes at the meso-level using simulation modeling technology is proposed. For a wide range of readers interested in the problems of regional strategic planning.

Creating Synergies between Participatory Design of E-Services and Collaborative Planning

2013 ◽  
pp. 163-179
Author(s):  
Bridgette Wessels ◽  
Yvonne Dittrich ◽  
Annelie Ekelin ◽  
Sara Eriksén
Keyword(s):  
Strategic Planning ◽  
Participatory Design ◽  
Collaborative Planning ◽  
The Other ◽  
Comprehensive Planning ◽  
Communicative Planning ◽  
Operational Design ◽  
On Line ◽  
Planning Processes ◽  
The Relationship

In this article, the gap between participatory design of services and planning processes is identified. This means that any innovations in service design – whether technological, social, or locality-based – are not fully developed. The authors address the relationship between operational design and strategic planning. The article feeds some of the insights gained from participatory design into debates about collaborative and communicative planning by drawing on two exemplars. One focuses on creating a synergy between designing and planning in transforming neighborhood-based children’s services: the other discusses the design of Web 2.0 for on-line public consultancy for comprehensive planning and for mobile services for disabled people. All require synergies between operational design and strategic planning to support participation in collaborative planning for accessibility in urban spaces. The article shows how the development of design constituencies within various contexts of participatory design provides a vehicle for developing collaborative and communicative planning.

How Do Leaders Plan for Firm Innovation? Strategic Planning Processes and Constraints

2019 ◽  
pp. 243-270
Author(s):  
Logan L. Watts ◽  
Kajal R. Patel ◽  
Ethan G. Rothstein ◽  
Alessa N. Natale
Keyword(s):  
Strategic Planning ◽  
Firm Innovation ◽  
Planning Processes

Strategic Marketing Planning by Product Managers—Room for Improvement?

1983 ◽  
Vol 47 (3) ◽  
pp. 92-102 ◽  
Author(s):  
Thomas J. Cossé ◽  
John E. Swan
Keyword(s):  
Strategic Planning ◽  
Empirical Study ◽  
Personal Characteristics ◽  
Product Market ◽  
Strategic Marketing ◽  
Organizational Hierarchy ◽  
Data Analyses ◽  
Marketing Planning ◽  
Product Manager ◽  
Planning Processes

Product managers have a unique position in the organizational hierarchy. Neither line nor staff executives, they are responsible for planning and managing the activities of the firm's revenue generating product-market entries and are key executives in the firm's strategic planning and implementation activities. Do product managers utilize planning processes that require the types of data and data analyses recommended in the strategic planning literature? What organizational and personal characteristics are related to product manager planning activities? This article reports findings of an empirical study designed to answer these questions.

Contextual Determinants of Strategic Planning Processes

1997 ◽  
Vol 34 (5) ◽  
pp. 729-767 ◽  
Author(s):  
Yasai‐Ardekani ◽  
Ralph S. Haug
Keyword(s):  
Strategic Planning ◽  
Planning Processes ◽  
Contextual Determinants

scholarly journals Strategizing through playful design

2007 ◽  
Vol 28 (4) ◽  
pp. 75-80 ◽  
Author(s):  
Claus D. Jacobs ◽  
Loizos Heracleous
Keyword(s):  
Strategic Planning ◽  
Design Methodology ◽  
Concept Development ◽  
Case Illustration ◽  
Design Practice ◽  
Content Type ◽  
Planning Processes

Purpose – The purpose of this paper is to conceptualize strategizing as a playful design practice; illustrate this view by describing a process for fostering effective strategic play; outline the benefits of the process and discuss how executives can play effectively. Design/methodology/approach – The paper presents a concept development with a case illustration. Findings – The paper finds that strategizing through playful design offers both an alternative conceptual lens as well as a novel practice of strategizing. Originality/value – Strategizing through playful design is a useful complement to dry, conventional strategic planning processes and helps to open up and orient fruitful debate about an organization ' s particular strategic challenges.

scholarly journals International benchmark and best practices on national infrastructure plans. Application to Spanish strategic planning

2016 ◽  
Author(s):  
Eva María Pino Hernández ◽  
Cristina Delgado Quiralte
Keyword(s):  
Strategic Planning ◽  
Best Practices ◽  
Time Frame ◽  
Present Moment ◽  
Strategic Plans ◽  
Planning Processes ◽  
The Government ◽  
High Level ◽  
Key Aspects ◽  
National Infrastructure

The need for planning regarding investment in infrastructures is recognised and supported by most governments around the world. Planning helps to take effective and correct decisions, provides a basis for monitoring its impacts and also facilitates further developments. However it requires a high level of organization, coordination among stakeholders and anticipation of transport needs. There are some different methodological approaches for strategic planning. This paper examines the importance of infrastructure planning and how it is undertaken in different countries from Europe and other continents. It is based on a benchmarking about planning procedures of 7 reference countries (UK, France, the Netherlands, Poland, Germany, Japan and USA), in addition to others whose strategic plans are being developed at the present moment such as Croatia or Romania. This benchmarking aims to extract and compare best practices carried out in this field and to define the optimal formulation of strategic planning. In this regard, the benchmarking is focused on some key aspects: firstly, on the plan structure and its main contents. There are a lot of differences about how each country defines the future needs for transport and how it establishes the objectives and the strategies to be followed. Secondly, on the characterisation of the authorities which are responsible of the plan development (level of dependence from the government, know-how…) along with the time frame and final validity of the plans. And finally, the level of detail of the proposed actions and budgetary commitments provided by the strategic plans. Throughout the comparative analysis, the knowledge generated by this benchmarking has allowed setting a series of specific recommendations in strategic planning which can be applied as innovative solutions and best practices in future planning processes in Spain.DOI: http://dx.doi.org/10.4995/CIT2016.2016.3459  

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