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La planification stratégique est une activité organisationnelle qui sert à :
Il s’agit d’un effort discipliné qui produit des décisions et des mesures fondamentales qui façonnent l’organisation en déterminant ce qu’elle est, qui elle sert, ce qu’elle fait et pourquoi elle le fait, dans une perspective axée vers l’avenir. Une planification stratégique efficace permet d’établir non seulement ce vers quoi l’organisation se dirige et les mesures qu’elle doit prendre pour y parvenir, mais aussi la façon dont elle évaluera sa réussite.
Le plan stratégique est la source des autres plans. En plus de fournir l’orientation stratégique globale de l’organisation, il peut prévoir prévoit des stratégies particulières dans des domaines comme les finances, les médias et les communications, le développement organisationnel et les ressources humaines, afin d’assurer la réussite de l’organisation. La planification dans ces autres domaines, qu’on confond parfois avec la planification stratégique, porte sur des composantes, des fonctions ou des processus particuliers au sein de l’organisation. Tous les plans ainsi établis devraient être fondés sur le plan stratégique.
Pour de nombreux conseils scolaires, l’établissement d’une orientation stratégique est un rôle nouveau. Les conseils doivent pouvoir exprimer clairement pourquoi et pour qui ils existent, et les réponses à ces questions doivent guider toutes leurs décisions stratégiques. D’après Simon Sinek (Start with Why, 2009), les organisations qui réussissent le mieux utilisent des « cercles d’or » pour leur planification. Le cercle intérieur, qui est le plus important, est celui du « Pourquoi? », où les conseillères et conseillers définissent la vision et la mission du conseil, qui vont inspirer leur travail. Le deuxième cercle est celui du « Comment? », et le troisième celui du « Quoi? »; ces deux cercles décrivent les aspects opérationnels et quotidiens du travail du conseil. Comme l’indique Sinek, « les cercles d’or prouvent hors de tout doute que nous pouvons accomplir beaucoup plus si nous nous rappelons de commencer tout ce que nous faisons en nous demandant pourquoi nous le faisons[1]. »
The term "top management" refers to a relatively small group of people include president, chief executive officer, vice president, and executive vice president. Because the insights of these executives play such a critical role, a number of writers have stressed the importance of matching the characteristics of these executives with the firm's strategies.
Top managers tend to have a substantial amount of experience, ideally across a wide variety of functions. Many high-level managers become part of an executive team by mastering their functional disciplines across various roles, becoming the Chief Operations Officer (COO), Chief Marketing Officer (CMO), Chief Technology Officer (CIO or CTO), Chief Financial Officer (CFO) or Chief Executive Officer (CEO).
Top management teams are also often industry experts, having a close association with the long term trajectory of the businesses they operate in. They often benefit from being charismatic, powerful communicators with a strong sense of accountability, confidence, integrity, and a comfort with risk.
Responsibilities
The primary role of the executive team, or the top-level managers, is to look at the organization as a whole and derive broad strategic plans. Company policies, substantial financial investments, strategic alliances, discussions with the board, stakeholder management, and other top-level managerial tasks are often high-risk high return decision-making initiatives in nature. Top-level management roles are therefore often high stress and high influence roles within the organization.
The chief executive officer (CEO). For example, Kenneth R. Andrews described the chief executive's role as "Chief Executive as Architect of Purpose."
George Steiner summarized the role of the CEO in strategic management as follows:
The CEO must understand that strategic management is his responsibility. Parts of this task, but certainly not all of it, can be delegated.
The CEO is responsible for establishing a climate in the organization that is congenial to strategic management.
The CEO is responsible for ensuring that the design of the process is appropriate to the unique characteristics of the company.
The CEO is responsible for determining whether there should be a corporate planner. If so, the CEO generally should appoint the planner (or planners) and see that the office is located as close to that of the CEO as practical.
The CEO must get involved in doing planning.
The CEO should have face-to-face meetings with executives for making plans and should ensure that there is a proper evaluation of the plans and feedback to those making them.
The CEO is responsible for reporting the results of the strategic management process to the board of directors.
The chief executive officer (CEO) is responsible for the final decisions, but its decisions is the culmination of the ideas, information, and analyses of others.
The strategic planning is the key responsibility of the Top Management of the organizations, Companies & Groups. Most of the strategic plans and amendments are set from the top Managers after discussion and listening to opinions of the Line managers and other subordinates to know ongoing challenges and problems in the market to adopt the optimal treatments and solutions and go forwarded to improve the products and services granted to all customers.
The Strategic Planning and its amendments are workable plans placed from Top Management as per real information and data received from the Market, Line Managers and Sales-force of organization, Company & Group. These Strategic plans will guide and monitor all company staff to realize further success & progress.
Devising a strategic plan is top management's responsibility.
Top management must decide what businesses the company will be in and where, and on what basis it will compete.
Southwest Airlines top managers could never let lower-level managers make strategic decisions (such as unilaterally deciding that instead of emphasizing low cost, they were going to retrofit the planes with first-class cabins).
Top Management persons are the key persons for the strategic management process, They have to plan, organize, lead and control the activities which a manager performs.
Thanks / Praveen
