This paper examines how theories, constructs and processes of strategic planning can be effectively used by strategists in the built environment sector.
Written in 2008; 2,512 words; 13 sources; APA; $ 76.95
Paper Summary:
The paper attempts to define strategic planning and illustrate how its key constructs and frameworks can be used effectively by built management organizations to increase their firms' competitive advantage while also increasing the potential for long-term growth and differentiation. The paper shows how, for a strategic plan to be effective, it needs to be based on an insightful analysis of the external environment of an organization, while at the same time defining future growth opportunities that capitalize on the organizations' strengths.
Outline:
Executive Summary
Challenges of Strategic Planning in the Built Environment Sector
Analysis of Strategic Planning Constructs, Frameworks and Models
Conclusion and Recommendations
From the Paper:
"Critical to the development of a sustainable and scalable strategic planning practice in any organization is the defining of processes that provide useful information from both inside and outside the organization, in conjunction with more advanced processes for sensing and responding to market dynamics. In conjunction with the need to use a variety of analytical constructs and frameworks for continually monitoring market and competitive dynamics externally while augmenting and increasing competitive strengths internally, organizations often rely on strategic plans as the foundation for every functional area of their organizations' budget and growth. Setting strategic goals and objectives directly impacts how the Information Technologies (IT) plans are defined, how many project planners, foremen and specialty workers Human Resources will hire to support strategic projects, definition of how supply chain practices will be completed, and ultimately define the financial objectives for the entire organization."
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