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Information Systems Strategic Plan, 2007.
This paper explores the proper planning, development and implementation of information and communications technologies (ICT) in a business.
1,841 words (approx. 7.4 pages), 5 sources, MLA, $ 59.95
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Abstract
The paper explains that the emergence of information and communications technologies (ICT) made business enterprises realize the value proposition and the strategic importance they bring in gaining the competitive advantage. The paper discusses how it is important for the business to have an information systems strategic plan (ISSP) to serve as the company's blueprint or roadmap in its ICT implementations. The paper looks at the proper methodologies, processes and procedures and examines the project management methodology of the Project Management Institute (PMI). The paper discusses the project initiating process, the planning activities, the executing and the closing phase.
Outline:
Executive Summary
Project Management Methodology in ISS Planning
The Project Management Life Cycle
Initiation Activities
Planning Activities
Execution Activities
Monitoring and Controlling Activities
Closing Activities
From the Paper
"Whereas a few years ago only the privileged few can access computing devices and the collateral benefits thereto, but nowadays ICT became ubiquitous and pervasive in nature - and the lack of at times could spell the difference between failure and success! The business challenge therefore is to make use of ICT to achieve the maximum benefits possible by concentrating the deployment to the core areas of business. These core areas where ICT will be deployed must have the greatest impact and contribute most on the enterprise's strategic thrusts as well as the bottom line."
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Information Systems Security, 2004.
A discussion on the negative consequences to an organisation that suffers a major security breach to a core information system.
3,677 words (approx. 14.7 pages), 23 sources, MLA, $ 102.95
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Abstract
This paper discusses information systems (IS) security and focuses on three areas relating to IS security. These three sections cover the possible impact a major information security breach has on an organisation, the security frameworks an organisation should adopt to protect and information system and describe the OCTAVE risk based strategic assessment and planning technique specifically designed for information systems security.
Outline
Introduction
Information System Security Breaches ? Impacts on Organisation
Information Systems Security Framework
OCTAVE and Information Systems Security
Bibliography
From the Paper
"Information systems (IS) security is challenging most organisations in the world today. As organisations recognise the importance of information to compete and be successful in business, an increase in security awareness to protect this information has also followed. As a greater reliance has been placed of information systems by organisations, the need to protect IS systems have never been so relevant as they are today. Highly publicised security breaches have made organisations realise how this can affect business, particularly when it relates to confidential, financial and personal information."
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Strategic Planning, 2002.
A definition and explanation of strategic planning and its application for businesses and governments.
4,803 words (approx. 19.2 pages), 20 sources, MLA, $ 122.95
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Abstract
This paper defines strategic planning and the basic premises of the concept of planning. The paper presents a review of the literature in the area, in order to study the effect of strategic planning in organizations. The study poses certain questions in the area of effectiveness of strategic planning that need to be addressed by future researchers in the field.
Contents:
Table of Contents
Summary
Thesis
Introduction
Strategic and Tactical Planning- Definition
Strategic Planning ? Through the Years
The Eight Maxims of Strategy
Benefits and Costs Associated with Strategic Planning
The Need for Strategic Planning
Successful Implementation of Strategies
The Effects of Strategic Planning - Literature Review
Strategic and Tactical Planning ? A Case Study of the Early 1990s
Strategic Planning ? The Present Scenario
The Conclusions, Recommendations and Areas of Future Research
References
From the Paper
Though the concept of planning is generally known to all and sundry, it assumes confusing connotations in business parlance depending on the prefixes added to it such as long range planning, annual planning and strategic planning. Long range planning is usually associated with forecasting, annual planning with budgeting and strategic planning with the growth strategy of the organization. The term ?Corporate Planning? offers yet another implication, however, it is usually an overall organizational plan including all the other plans and is mainly guided by strategic planning and strategic management principles.
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Strategic Planning, 2005.
An in-depth look at strategic planning in the organizational environment.
7,788 words (approx. 31.2 pages), 25 sources, APA, $ 169.95
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Abstract
Strategic planning is important in the organizational environment, so it is equally important to understand the nuances of, and differences between, different models of strategic planning. It is also important to distance strategic planning from other associated issues such as strategic decision-making in terms of providing a definition and analyzing current issues. Some of the theoretical framework for this paper, which examines strategic planning in the organizational environment, comes from previous theories as well as present voices, including Maslow?s 'Hierarchy of Human Needs' and Porter?s 'Five Force Analysis'. This paper primarily serves to illustrate strategic planning from an introductory standpoint and moves on to discuss the meaning of strategic planning (illustrated through example and through the theoretical connections mentioned above), the models of strategic planning that are most often used (qualitative and quantitative models included in the analysis), and, finally, the lessons that can be learned from the application of these concepts of strategic planning.
From the Paper
"In formulating a strategic plan, it is also important for the organisation to consider ?speed and agility in responding to new market trends and changing competitive conditions; know-how in creating and operating a system for filling customer orders accurately and swiftly; and expertise in integrating multiple technologies to create families of new products.?(Thompson and Strickland, 1997, p. 128). Coming from this
initial perspective of core competency, one can also assess the strategy of possessing first mover advantage. ?While a core competence is something a company does well internally, what makes it a core competence, as opposed to just a competence, is that it is central to a company?s competitiveness and profitability rather than peripheral?
(Thompson and Strickland, 1997, p. 128). First mover advantage is also about centralizing competitiveness and adopting a strategic plan that is based on a real-world competitive environment."
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Strategic Plan for Harley-Davidson, Inc., 2005.
A five-year strategic plan for Harley-Davidson, Inc., new vision and mission statements, strategic planning tools including matrices and their interpretation.
15,000 words (approx. 60.0 pages), 35 sources, APA, $ 249.95
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Abstract
This paper provides the outcomes of the strategic planning process for Harley-Davidson, Inc. The first step includes a Competitive Profile Matrix, a vision statement, a mission statement and an external and internal analysis of Harley-Davidson, Inc. The second step is the Matching Stage where Harley-Davidson, Inc.'s internal strengths and weaknesses are matched with its external opportunities and threats. Several matrices, including a SPACE Matrix, an Internal-External Matrix, a Grand Strategy Matrix and a Quantitative Strategic Planning Matrix are developed and help in the selection of an appropriate strategy for Harley-Davidson, Inc. The firm's management selected to pursue from the intensive strategies. These include market penetration, market development, product development and concentric diversification, as well as a focus strategy. The more attractive strategic alternative that H-D will pursue is market penetration of its Buell Motorcycles line. The paper contains many tables and figures.
Paper Outline:
Abstract
Introduction to the Consulting Company
Company Description
Competitive Profile Matrix (CPM)
Vision Statement
Mission Statement
External Analysis
Long Term Analysis
Long-term Objectives
Matching Stage
The Strategic Position and Action Evaluation (SPACE) Matrix
The Internal-External (IE) Matrix
Grand Strategy Matrix
Quantitative Strategic Planning Matrix (QSPM)
Strategy Selection
Implementation Issues
References
From the Paper
"H-D's long-term strategic and financial objectives involve increasing its global market share by expanding sales of its high performance and lighter-weight motorcycles to attract women and younger riders while continuing to excel at capturing the loyalty of its older targeted market. It will do this by increasing customer awareness of its high performance and lighter-weight motorcycles and connecting to its already well-known brand name that exudes high quality and excellent service. The goal of this objective is to have a long-range effect of increased sales of its heavyweight motorcycles as the high-performance and lighter-weight motorcycles are often starter motorcycles for first time riders."
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The Baldridge Criteria for Strategic Planning, 2007.
The paper examines how the Australian National University and the University of Colorado at Boulder's strategic IT plans measure against the Baldrige criteria for assessing strategic planning.
1,064 words (approx. 4.3 pages), 3 sources, MLA, $ 37.95
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Abstract
The paper discusses the strategic IT plans of the Australian National University and the University of Colorado at Boulder. The paper examines the Baldbridge criteria for performance excellence and whether these universities will attain this level of quality. The paper concludes that despite impressive strategic IT plans, each university has much work to do in order to to reach and stay at the level of quality performance as defined by the Baldrige standard.
Outline:
Executive Summary
Baldbridge Criteria for Performance Excellence
The Essence of any Strategic Plan: Goal Alignment and Agility
Goal-based diagnosis
Making Change Last
Summary
From the Paper
"In comparing the strategic IT plans of the Australian National University and the University of Colorado at Boulder, similarities and differences become quickly evident. When the Criteria for Performance Excellence (2007) are taken into account in conjunction with comparing each strategic plan, the variation in depth of commitment to customers (end users of the systems) needs both today and into the future, and the role of Web Services and XML to streamline availability of data to the many applications that students rely on was much more evident on the University of Colorado at Boulder plan. Further, the assumptions of how educational technology, web-based student services, the role of the middleware layer in ensuring enterprise application integration (EAI) between systems, and the role of systems and IT governance were also more prevalent in the University of Colorado at Boulder plan. The Australian plan however did focus on how to streamline help desk and support processes to better serve users who were in need of assistance."
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Corporate Strategic Planning, 2002.
A discussion of the concepts of corporate strategic planning including identification of the essential ingredients and a critical evaluation of the theory.
3,412 words (approx. 13.6 pages), 24 sources, MLA, $ 96.95
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Abstract
This paper examines corporate strategic planning, the process of determining the mission, major objectives, strategies, and policies that govern the acquisition and allocation of resources to achieve organizational aims. It looks at the cycle of the process which generally begins after adoption of a strategy and describes five generally recognized elements of the strategic cycle. Through an extensive literature review, it examines it implementation and it effectiveness.
Outline
Introduction
The Strategic Planning Concept and Process
The Links Between Strategic Planning and Performance
Goal-Oriented Strategic Planning and Performance
Management-Strategy Compatibility
Human Resource Incorporation into Strategic Planning
Incorporating the Organizational Budgeting Process into Strategic Planning
Incorporating Information Management into Strategic Planning
Summary
From the Paper
"Within a framework where objectives and goals formulation precede the strategic planning process, the process itself must develop specific items. These items are (1) a statement of the firm?s position?both the present and future positions, (2) an assessment of the firm?s external environment?both for the present and the future, (3) an analysis of the impact of external environmental factors on the firm, (4) an identification and an evaluation of the opportunities available to the firm, (5) a program of action to exploit selected opportunities, and (6) an organizational plan designed to support implementation of the action plan (Key, 1993)."
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Strategic Planning, 2007.
An examination of the strategic plan and how it benefits an organization.
2,567 words (approx. 10.3 pages), 6 sources, MLA, $ 77.95
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Abstract
This paper examines the need for strategic planning within a company and how a strategic plan can benefit a company. It explains how a strategic plan clarifies a company's short-term goals and the tactics that will be used to achieve them. The writer further explains how a mission statement is an integral part of any strategic plan, as it is a concrete description of what the company is trying to do within its marketplace. The writer also discusses a company's primary strategic planning tool - the SWOT analysis, and explains that by going through a SWOT analysis the company may identify possible strengths and weaknesses. The writer concludes that managers play the most vital role in implementing a successful strategic plan by constantly evaluating the company's attitude towards its customers
From the Paper
"A business without a plan has no future, and so all the other functions will be redundant. A strategic plan is necessary for a company to succeed because, without it, the business is likely to meander from decision to decision without any sense of priorities or goals as to where it is going. An analogy would be that a company without a strategic plan is without an explorer without a map: the explorer may get somewhere interesting, but it will be an accident. With a map the likelihood of finding his way, and perhaps of discovering new places of interest increases. Similarly, a company without a strategic plan may become accidentally successful, but it much more likely to achieve success, and to maintain its profitability, if it has a plan in place. A company with a strategic plan will know how it has got to current success and thus may be able to continue on this path in the future."
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The Value of Strategic Planning, 2006.
An in-depth look at the value of strategic planning citing Wal-Mart as a good example.
1,930 words (approx. 7.7 pages), 8 sources, MLA, $ 61.95
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Abstract
In this paper the author looks at the undisputed fact that strategic planning is very important for the success of a company. He uses Wal-Mart as a prime example of a company that implements strategic planning constantly and is successful. In his example, the author also looks at all of the elements that are involved in strategic planning and what necessary stages are needed. The author applies the five competitive forces that Wal-Mart has to battle against and analyzes each one. Finally the author concludes that in order for a strategic plan to be implemented successfully it must involve the whole organization from top to bottom.
The Value of Strategic Planning: Wal-Mart
An Overview : Wal-Mart Stores, Inc
From the Paper
"Strategic planning is the process that an organization uses to assess its current position in the industry, develop its vision for the future, and to design the steps necessary to achieve that vision. In order for a company to develop its strategic plan, they must accomplish a series of steps, including gathering and analyzing information about the company and its environment, identifying critical issues facing the organization or the industry in general, developing a strategic vision, reviewing and revising the mission as the vision is clarified, and finally, the developing strategic goals and strategies."
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Strategic Planning for Riordan Manufacturing, 2005.
A discussion of effective strategic planning for Riordan Manufacturing.
1,080 words (approx. 4.3 pages), 4 sources, APA, $ 37.95
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Abstract
This paper examines the issue of strategic planning for a company specializing in plastic injection molding and design, Riordan Manufacturing. The paper points out that strategic planning is the very essence of long-term survival for a business. Since publicly-owned corporations like Riordan Manufacturing have the primary goal of maximizing shareholder wealth, strategic planning centers on the long-term growth in a company's financial position. Also, Riordan Manufacturing must constantly keep abreast of local, state, federal, and international laws, since a simple legislative act could affect them in any number of ways. Another primary concern is that of competition. The paper also suggests that Riordan Manufacturing should construct much of its budget based upon its economic forecast. The paper concludes that Riordan Manufacturing seems well-poised to continue its growth in the plastic injection molding industry, and appears to adhere to sound financial planning strategies, leaving little doubt that its shareholders are being appropriately represented.
Outline:
Strategic Planning
Economic Forecast
Master Budgeting Process
Assumptions
Conclusion
From the Paper
"The formulation of any projected financial data must naturally include some assumptions. In the case of cash budgets, one important assumption of that of sales compared to collections from sales. Riordan quite clearly expects to collect revenue from sales during the month following the actual sale. For example, projected sales for July total $5,350,200 whereas projected collections from those sales are expected to be received in August under the cash budget.
"Another assumption appears evident in interest income. Given that collections from sales occurs up to a month--and possibly later--after the actual sale, Riordan has anticipated the interest income to be a fairly steady amount; as the figure does not change at any point throughout the fiscal year."
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Strategic Planning, 2006.
This paper discusses the important role that strategic planning plays within an organization.
969 words (approx. 3.9 pages), 2 sources, MLA, $ 34.95
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Abstract
In this article, the writer discusses that the most successful organizations not only use strategic plans, they create a culture that embraces the strategic planning process. The writer notes that this type of organizational culture embraces change as a necessary step in advancement. The writer uses the example of the Sony Corporation in this paper as demonstration of an organization that establishes a creative work environment that supports the phases of the strategic planning process. Sony's leadership quickly realized that opportunity existed for growth in the market but that it lacked a technological infrastructure to fully support their long term goals. The writer examines how for this reason, part of their strategic plan included forming alliances with other companies to compensate for their internal weaknesses.
From the Paper
"The idea of strategic planning means different things to different people. A small business might want to develop a strategic plan to help give them an edge with their competition, while a multinational corporation might see strategic planning as an essential tool for maintaining their place in the market. Yet even though the goals of a strategic plan may be wide and varied, the reason organizations use strategic plans boils down to one thing: strategic plans provide a focused roadmap showing where the organization is, where it wants to be and how to get there. This roadmap is a critical part of any organizations success because it helps employees understand their employer's goals and what part they will play in successfully achieving those goals."
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Institutional Strategic Planning, 2007.
This paper explores the role of strategic planning in academic institutions.
3,233 words (approx. 12.9 pages), 12 sources, MLA, $ 93.95
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Abstract
The paper discusses the importance of mission, vision, values, goals and objectives in strategic planning for academic institutions. The paper explains characteristics of quality mission statements and external and internal trends which may cause a change in the mission. The paper explores quality vision statements and the manner in which vision statements guide the strategic plan. The paper examines a set of academic institutions and concludes that a proper strategic plan designed in accordance with the institution's resources and needs is the best approach toward achieving long-term success and optimizing the activity of the institution.
Outline:
Introduction
Mission
Vision
Values
Goals
Objectives- Means of Achieving Goals
The Importance of All the Components of a Strategic Plan
Examining a Set of Academic Institutions
Conclusion
From the Paper
"Each organization must devise its plans according to the specifics of its activity. There is not only one correct manner of approaching this matter. It is certain that institutions differ each from the other (even if they conduct their activities in the same branch, higher education) and, in accordance with this, their strategies will also vary."
"The mission of an academic institution is to provide the best educational support for the students who are seeking to develop their professional skills. Due to the fact that a higher education institute is frequented only by the persons interested in further studies (not compulsory), it must offer quality and timeliness information, adapted to the current state of affairs in the domain."
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Global DSS and Strategic Planning, 2005.
Questions if a decision support system (DSS) can improve strategic planning within a multi-national organization.
4,128 words (approx. 16.5 pages), 16 sources, MLA, $ 110.95
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Abstract
This paper explains that a decision support system is an all-inclusive term for all methods and tools and technologies that help an organization carry out its decision making process and support its decision-making. It shows how a computerized system may be referred to as a decision support system, especially when it does not involve the 'online transaction processing system' -OLTP. This is when software is helpful to the manager of a company by making certain decisions relating to the company and then the software or the PC that it runs on will be referred to as a decision support system or DSS. It explains that in addition, other information systems such as the EIS or 'Executive Information Systems' can all be put together under the category of 'decision support systems'.
From the Paper
"The enterprise wide decision support systems are generally linked to large data systems and it would be used by a large number of managers within the company. This system facilitates a manager of a company that uses it to find out and get information about anything that would help him make his decision within a few minutes, that is, information is at his finger tips at all times. All relevant data can be either sliced up or diced up, or drilled down and graphed and charted up so that it is easily readable and comprehendible. A good example of a company that used this method of enterprise wide decision is the Mervyn Departmental Stores, which developed the 'decision maker's workbench' in the year 1994. Employees using this method have testified that the decision making process is infinitely easier and faster after using the DMW. Analyses are performed by the DMW on the present trends, performances and the stock inventory of the Mervyn Store. (What is a Decision Support System?)"
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Management in Strategic Planning, 2008.
An analysis of the important role that management in strategic planning plays in an organization.
974 words (approx. 3.9 pages), 5 sources, MLA, $ 34.95
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Abstract
This paper analyzes the area of management in strategic planning in an organization. It explains why this area of strategic planning is especially important to the survival of businesses in a struggling economy. The paper then looks briefly at situational gaming and discusses it as another strategy in strategic planning that is gaining wide acceptance.
From the Paper
"While both of the articles examined so far agree on the importance of management in strategic planning they differ on how much influence outside factors have compared to internal factors in the successful operation of the strategic planning decisions. While many experts differ in opinion about external and internal factors and their impact on strategic planning, most of the published articles agree that competitive strategies are a pervasive and necessary element to any strategic plan from the standpoint of management. One expert details the importance of this area in strategic planning for managers in an article examining different aspects of competitiveness (Stewart, 1996)."
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Strategic Planning, 2004.
The following proposal identifies the key characteristics of strategic planning and implementation in business organizations, regardless of their designation as a for-profit or not-for-profit entity.
1,671 words (approx. 6.7 pages), 7 sources, MLA, $ 54.95
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Abstract
The following research proposal seeks to fulfill the following primary objectives: A discussion of quality in relation to strategic management; the significance of effective strategic planning processes; the difference between strategic thinking and strategic planning; strategic positioning in not-for-profit organizations; strategic development in entrepreneurial-minded firms; and the effective utilization of strategic tools in organizations of all sizes. Each of these concepts is discussed in the literature review and serves as background information for the proposed research study and methodology in question.
From the Paper
"An article by Beecroft (1999) entitled ?The role of quality in strategic management? discusses the significance of quality considerations in the development of effective organizational strategies. Of primary concern is the relationship between quality, short and long-term objectives, and bottom line profits. According to the author, ?Conformance to design and customer requirements translates to quality, therefore higher conformance is higher quality. Higher quality results in lower costs and increases competitiveness, leading to an increase in sales and market share, more jobs and improved profitability? (p. 499). In relation to strategic planning and implementation, the consideration of quality as an overall dynamic for future success must be included in any given strategic initiative. Quality must always be considered in relation to productivity and profitability to promote a successful venture. The author also indicates that ?quality strategy should include a quality mission, vision and/or policy documents?the quality strategy is a vital element to building the quality process and expectations of the organization? (p. 500). Regardless of the direction that is chosen for strategic implementation, matters of quality must be taken into account to initiate widespread change and acceptance."
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