Strategic planification

Strategic planification

1. MISION

   • Is a concise explanation of the organization's reason for existence. It describes the organization's purpose and its overall intention. The mission statement supports the vision and serves to communicate purpose and direction to employees, customers, vendors and other stakeholders.

2. VISION

   • Describes the long-run objective of your company, usually for a time frame of five to ten years or even longer

3. VALUES

   • Company values (also called corporate values or core values) are the set of guiding principles and fundamental beliefs that help a group of people function together as a team and work toward a common business goal.

4. OBJECTIVES

   • The specific, measurable results that companies hope to maintain as their organisation grows. When you create a set of business objectives, you focus on specifics. This means analysing, assessing, and understanding where you are now and where you want to be in the future.

5. GOALS

   • Are a predetermined target that a business or individual plans to achieve in a set period of time. These goals are often split into short-term goals and long-term goals. Business goals can be general and high level, or they can focus on specific measurable actions.

6. STRATEGIES

   • is a clear set of plans, actions and goals that outlines how a business will compete in a particular market, or markets, with a product or number of products or services

7. Ackoff planeation styles

   • REACTIVIST
     • Reactivists are not satisfied with things as they are, nor with the way things happen; they tend to enter the future facing the past, so they have a clearer vision of where they came from than where they are going; they prefer to deal with people and values ​​instead of facts and efficiency. Their evaluations and judgments are rooted in morality, not science. They feel more comfortable thinking qualitatively than quantitatively. Reactivist organizations are planned from the bottom up. Reactive planning treats problems separately, not systematically, thus ignoring the essential properties of the whole and many of the important properties of the individual parts.
   • INACTIVIST
     • Inactivists are satisfied with things as they are. Their goals are survival and stability. Inactivist organizations tend to become institutions of autocratic means and democratic ends. These organizations perform well only when the circumstances surrounding them are favorable.
   • PRE-ACTIVIST
     • Pre-activists believe that the future will be better than the present and the past, therefore they seek to accelerate change, to exploit the opportunities it brings. Pre-activists believe in technological development, since they consider that it will make the future very different from the past, therefore they attach little importance to experience. They only trust the experiment. Interactivist companies have growth as their main objective. Pre-activist planning is about predicting the future and preparing for it. Preparation is about taking the necessary steps to minimize or avoid future threats and exploit future opportunities. This type of planning is done from the top down.
   • INTERACTIVIST
     • Interactivists consider the past, the present and the future as different, but inseparable, aspects of the problem for which they plan; they focus on all orientations at the same time. This belief is due to the fact that if the three temporal aspects of a problem are not taken into account, development will be obstructed. Interactivists think that the future is subject to creation, which is why they consider planning as “...the design of a desirable future from the invention of the methods to reach it.”

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