THE 6 STAGES OF STRATEGIC PLANNING AND THEIR CHARACTERISTICS - CULTURE VOCABULARY - 2025

The stages of strategic planning are the analysis of the environment, setting of objectives, establishment of tactics or techniques, execution, reporting of results and evaluation. Strategic planning is a process in which objectives, the ways and means to achieve them, as well as the way to measure or evaluate the results, are defined.

In the field of administration, the strategy consists of setting long-term goals, which also contain guidelines for making fundamental decisions and for carrying out the necessary activities.

The long term is crucial in strategy. An expert like Michael Porter advises planning for at least 10 years. Without strategy, it is difficult for an organization, whatever its nature, to progress in a coherent and progressive way towards its own development.

The management of an organization requires a strategy. Such a strategy requires a process of continuous review and its socialization among the parties involved. The strategy serves to move an organization forward and learn and institutionalize how to do it better and better.

Globalization has added importance to the planning process and its strategic nature in that it has increased the quantity and quality of competitors that a company or project can face.

In addition, it has been proven that companies that have a formal strategy planning system achieve the best financial and sales results, and improve business success indicators, which include efficiency and satisfaction. of staff.

What are the stages of strategic planning?

Since strategic planning applies to any type of human organization, regardless of its size, organizational age, and location, the duration and rigor of the process are variable.

However, there are phases that are more or less common to all cases, namely:

1. Environment analysis

It is the initial moment of the process in which a review is made of the state of the organization in question internally and in relation to its environment.

It is also the stage in which the so-called SWOT matrix is ​​carried out, with which a precise identification of the weaknesses that the organization has, the opportunities it has, the strengths it can take advantage of and the threats it will face are made.

There are those who call this phase the diagnosis phase because the objective of this phase is to answer questions like these:

• Who is or what does the organization represent in your environment?
• Where are you and where do you want to go?
• With what account to get there?
• What are the possible obstacles on that path?
• Who is the competition?

2. Define objectives

Once the environmental conditions have been analyzed, there should be sufficient evidence to define the objective to be pursued. This objective must be seen in the long term. As said in previous lines, ideally 10 years.

Of course, it does not have to be a single objective, but those that arise must be prioritized in such a way that they allow all tactics to be directed towards one in particular at the same time.

In this phase, it also helps to use a strategic direction that is supported by the principles that dictate the management philosophy of the organization in question (mission, vision, values, beliefs and norms).

In this way, the objectives will be in harmony with the culture of those who will work to achieve them.

It is during this stage when the strategy is formulated, properly, considering: objectives, tactics, report, evaluation and alternative plans.

One of the aspects that is often neglected at this time is the way in which these objectives will be communicated to those involved and how their voluntary adoption by them will be sought.

3. Establishment of tactics

They reel off the strategy. They are the concrete steps on the way to achieving the objectives.

It is the detail of operational planning. The great objective becomes operational and tasks, available resources, deadlines, management indicators and those responsible are determined.

It is worth saying that, as indicated in the previous section, the communication of the objectives must also be considered and that applies to this stage; the tactics related to the socialization of the strategy must also be taken into account.

4. Execution

Here the tactics become actions. At this point the decisions made so far are put to the test. The planned plan is carried out and the resources estimated for this purpose are consumed.

It is in this phase where the gaps between what is planned and reality are usually noticed. It is normal for deviations from the plan to arise in this phase because they usually respond to the demands of the environment.

Ideally, most of the people who make up the organization, participate in the execution of the strategy, understanding and accepting its purpose.

5. Report

This is a phase that is not usually given much importance but should be considered as it constitutes the record, the testimony, of how things were managed and, therefore, how they could be replicated or improved in the future.

There is no single format for this type of record. It can be printed or not. It can be literal or graphic.

What is advisable is that it be as detailed as possible so that its replica or improvement yields the expected results.

6. Evaluation

From the moment in which the objectives are defined, the ways and instruments to evaluate their fulfillment must be considered. That is, if they are achieved or not, and the cost (material and intangible) that they imply.

This process should be carried out at different times during the implementation of the strategy so that possible errors can be detected in time and made the corresponding adjustments.

It is a kind of continuous audit in order to efficiently and effectively invest time and human and financial resources.

The stages presented here are a summary of what is common to planning in different areas, because planning in a university will have some specifications that are not necessary in planning in a hospital or in a digital marketing company.

Likewise, the sequence of the stages and the methods, tools and techniques used will be very different and appropriate to each type of organization.

References

1. Almuiñas Rivero, José Luis; Galarza López, Judith; (2012). The strategic planning process in universities: disagreements and challenges to improve their quality. Gestão Universitária na América Latina Magazine - GUAL, August-, 72-97.
2. Herrera, Carlos (2017). Stages of strategic planning. Recovered from: slideshare.net
3. Leal de Valor, DY & others (2011). Strategic Planning as a process of integration of a health team. Global Nursing, 10 (24). Recovered from: dx.doi.org
4. Ogliastri, Enrique (2017). Strategic planning manual. Seven models to make a strategic plan. Recovered from: researchgate.net
5. Rezende, DA Strategic planning for private and public organizations: a practical guide for the elaboration of the business plan project. Rio de Janeiro, Brasport, 2008.
6. Xtratexia (2013). Michael Porter and strategic planning. Recovered from: xtratexia.com
7. Zuin Secco, Fernanda & others (2016). Stages of strategic marketing planning and the organizational life cycle. I study in a family-run company. Invenio, vol. 19, no. 36, June, 2016, pp. 65-87. University of the Centro Educativo Latinoamericano Rosario, Argentina. Recovered from: redalyc.org.