A Comparison and Contrast Analysis of Skill Sets

Paper Summary:

The paper explains the difference between strategic planning and operational skills. The paper evaluates the similarities and differences between the skill sets required for successfully leading strategic management in an organization, versus leading the day-to-day operations.

Outline:
Strategic Planning Skill Sets
Operational Management Skill Sets
Comparing and Contrasting Strategic Planning and Operations Management Skill Sets: Recommendations for Alleviating Risk

From the Paper:

"Of all customer relationships that require constant attention and much effort on a daily basis is the need to stay in touch with customers and ascertain how the company is fulfilling (or not) their needs and what their needs are in the future. What makes these customer relationships so difficult to manage over the long-term however are the lack of stability in many sales forces and account managers is? It is common for example to see account management teams have a turn-over of well over 30% or more, all of which leads to the critical need of aligning the best possible account managers with the most critical customer accounts (Judith J Madill, George H Haines Jr, Allan L Riding, 2007, p. 241). The revenue implications of stabilizing account management is critical for many organizations, as their account management ranks regularly go through change as salespeople come and go with a relatively high frequency in many organizations. The day-to-day functioning of an organization is made much more efficient if there is a concerted effort to better manage information and knowledge as well. In the majority of companies however there is controlled chaos when it comes to the managing of content and knowledge. On the one hand there is the need for rapid access to the most critical content and knowledge, yet on the other many organizations do not have the time to slow down and organize their critical content and knowledge repositories. This just exacerbates the time lost due to continually searching for content and knowledge. What is occurring is that more companies are starting to look at Enterprise Content Management Systems (ECM) to manage content and knowledge more effectively. "

Sample of Sources Used:

• Aguirre, Calderone, Jones (2004) -10 Principles of Change Management. Resilience Report, Booz, Allen Hamilton. New York, NY. Accessed from the Internet on July 20, 2006: http://www.strategy-business.com/resilience/rr00006?pg=all
• Berry (2007). Strategic Planning as a Tool for Managing Organizational Change. International Journal of Public Administration, 30(3), 331. Retrieved November 19, 2007, from ABI/INFORM Global database. (Document ID: 1205548891).
• Caudron (1999) - Taking Charge of Change. Business Finance Magazine. January 1999. Page 27. Accessed from the Internet on July 20, 2006: http://www.businessfinancemag.com/magazine/archives/article.html?articleID=4931
• A Coman, B Ronen. (2007). Managing strategic and tactical constraints in the hi-techindustry. International Journal of Production Research, 45(4), 779. Retrieved November 19, 2007, from ABI/INFORM Global database. (Document ID: 1211356651).
• George S. Day (2006). Aligning the Organization with the Market. MIT Sloan Management Review, 48(1), 41-49. Retrieved November 16, 2007, from ABI/INFORM Global database. (Document ID: 1145080691).

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