scholarly journals Organizational Change and Strategic Thinking

2021 ◽  
Vol 6 (1) ◽  
Author(s):  
Kehinde Folarin
Keyword(s):  
Organizational Change ◽  
Strategic Planning ◽  
Planning Process ◽  
External Environment ◽  
Thinking Skills ◽  
Strategic Thinking ◽  
Strategic Planning Process ◽  
Corporate World ◽  
Current Scenario

In most organizations, the strategic planning process is an annual exercise at best. It ensures that leaders pause at some point to take stock in their organizations, look out over the horizon, assess the external environment and establish their team’s priorities and goals. It’s a valuable process. However, it doesn’t typically happen frequently or fast enough to address the challenges and complexities of the present-day corporate world. That’s why leaders with strategic thinking skills have the edge in navigating organizational change. This article addresses the current scenario and realities of organizations and proffered some recommendations.  

scholarly journals O USO DO PLANEJAMENTO ESTRATÉGICO SITUACIONAL (PES) EM UNIVERSIDADES PÚBLICAS: O caso da Pró Reitoria de Avaliação e Planejamento da Universidade Federal do Tocantins

2017 ◽  
Vol 3 (4) ◽  
pp. 562
Author(s):  
Michelle Trombini Duarte ◽  
Jasiel Nascimento ◽  
Waldecy Rodrigues
Keyword(s):  
Strategic Planning ◽  
Public Administration ◽  
Planning Process ◽  
External Environment ◽  
Strategic Planning Process ◽  
The People ◽  
Palabras Clave ◽  
The Future ◽  
First Results

Este artigo apresenta a aplicação da metodologia do Planejamento Estratégico Situacional (PES) na Pró Reitoria de Avaliação e Planejamento (PROAP), e os primeiros resultados deste processo.  Entende-se que é necessário ressaltar que este planejamento deve ser dinâmico, e de um modo geral adaptar-se a dinâmica do ambiente interno e externo, e de modo especial à dinâmica das pessoas. Por este motivo tão importante quanto a realização do planejamento é seu monitoramento a fim de promover ajustes que aumentem a capacidade de realizar sua visão de futuro.   PALAVRAS-CHAVES: Planejamento estratégico, universidade federal, administração pública.     ABSTRACT This paper sought to present the situational strategic planning process, and the first results PROAP / UFT this process means that it is necessary to emphasize that this planning should be dynamic, and generally adapt to the dynamics of the internal and external environment, and particularly the dynamics of the people. For this reason as important as achievement of strategic planning is monitoring in order to promote adjustments that enhance the ability to carry out his vision of the future.   KEYWORDS: Strategic planning, federal University, public administration     RESUMEN Este artículo presenta la aplicación de la metodología de la Planificación Estratégica Situacional (PES) en la Pro Rectoría de Evaluación y Planificación (PROAP), y los primeros resultados de este proceso. Se entiende que es necesario resaltar que esta planificación debe ser dinámica, y de un modo general adaptarse a la dinámica del ambiente interno y externo, y de modo especial a la dinámica de las personas. Por este motivo tan importante como la realización de la planificación es su monitoreo a fin de promover ajustes que aumenten la capacidad de realizar su visión de futuro.   PALABRAS CLAVE: Planificación estratégica, universidad federal, administración pública.

scholarly journals Serious Gaming for the Strategic Planning Process

2014 ◽  
Author(s):  
Adina Aldea ◽  
Maria-Eugenia Iacob ◽  
Jos van Hillegersberg ◽  
Dick Quartel ◽  
Henry Franken
Keyword(s):  
Strategic Planning ◽  
Planning Process ◽  
Serious Gaming ◽  
Strategic Planning Process

scholarly journals University Community Engagement and the Strategic Planning Process

2018 ◽  
Vol 13 (1) ◽  
pp. 4-17 ◽  
Author(s):  
Laura Newton Miller
Keyword(s):  
Strategic Planning ◽  
Qualitative Methods ◽  
Quantitative Methods ◽  
Planning Process ◽  
Strategic Plan ◽  
User Experience Design ◽  
Strategic Planning Process ◽  
Research Libraries ◽  
The University ◽  
University Community

Objectives- To understand how university libraries are engaging with the university community (students, faculty, campus partners, administration) when working through the strategic planning process. Methods- Literature review and exploratory open-ended survey to members of CAUL (Council of Australian University Librarians), CARL (Canadian Association of Research Libraries), CONZUL (Council of New Zealand University Librarians), and RLUK (Research Libraries UK) who are most directly involved in the strategic planning process at their library. Results- Out of a potential 113 participants from 4 countries, 31 people replied to the survey in total (27%). Libraries most often mentioned the use of regularly-scheduled surveys to inform their strategic planning which helps to truncate the process for some respondents, as opposed to conducting user feedback specifically for the strategic plan process. Other quantitative methods include customer intelligence and library-produced data. Qualitative methods include the use of focus groups, interviews, and user experience/design techniques to help inform the strategic plan. The focus of questions to users tended to fall towards user-focused (with or without library lens), library-focused, trends & vision, and feedback on plan. Conclusions- Combining both quantitative and qualitative methods can help give a fuller picture for librarians working on a strategic plan. Having the university community join the conversation in how the library moves forward is an important but difficult endeavour. Regardless, the university library needs to be adaptive to the rapidly changing environment around it. Having a sense of how other libraries engage with the university community benefits others who are tasked with strategic planning

Sign in / Sign up

Export Citation Format

Share Document