The Strategic Planning Process Using Scenarios. A Case Study of ADM (HR-Mil) in the Department of National Defence

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Authors
  1. Norton, S.
Corporate Authors
Operational Research Div, Ottawa ONT (CAN) Director Strategic Human Resources
Abstract
There are many different ways to plan strategically within organisation. However, as this paper illustrates, the subtle and creative art of strategic planning is mainly inspired by activities that exist around and not within the actual planning process. When the system of planning becomes overly formalised and compartmentalised, it is easily relegated to simply programming and operationalising existing strategies, and seldom provides new strategies. Strategic planning must involve other activities than simply arranging future plans or programming a vision that was chosen by senior leaders behind closed doors. It should follow a highly innovative and widely integrated process of strategic thinking, visioning, and the making of strategies. Leaders and planners must be involved in identifying and analysing issues of strategic merit to their organisation, which demands they be aware of the activities and experiences within, and the broad trends and forces driving change outside of, their organisation. The purpose of the paper is to define a model for effective strategic planning within organisations. It describes the interdependent steps that should be undertaken for leaders and planners to hone their capacity to think strategically, and deivse and program legitimate and robust future strategies. TRUNCATED

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Report Number
ORD-DSHR-RN-06-02 — Research Note
Date of publication
01 Aug 2002
Number of Pages
49
DSTKIM No
CA021665
CANDIS No
518371
Format(s):
Document Image stored on Optical Disk

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