STRATEGIC PLANNING IN THE NEW NORMAL

STRATEGIC PLANNING IN THE NEW NORMAL

STRATEGIC PLANNING IN THE NEW NORMAL
by Dr. Enrico C. Mina
September 23, 2020
9:00am –  12:00nn
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Regular Rate           Php 1,499.00 + VAT starting September 17, 2020
Early Bird Rate        Php 1,399.00 + VAT until September 16, 2020
Group Rate              Php 1,299.00 + VAT per pax for 5 or more pax

Inclusive of the Webinar Session, the Presentation Materials and the Digital Certificate
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Introduction

  Strategy is the plan of action that prescribes resource allocation and other activities for dealing with the environment and helping the organization attain its goals. Strategic management is the set of decisions and actions used to formulate and implement strategies that will provide a competitively superior fit between the organization and its environment so as to achieve organizational goals.

The characteristics of a strategic decision are:

  • Is broad in scope
  • Has far-reaching consequences
  • Is crucial to future survival and growth
  • Usually entails a substantial commitment of organizational resources
  • Is difficult to reverse

    Because of these characteristics, strategic decisions cannot be left to chance or “gut feel.” The consequences can be severe. Strategic management has to start with a data-based assessment of the external environmental trends to identify the opportunities and threats that are emerging and will have impact on the firm and its industry. Then there has to be a factual appraisal of the firm’s capabilities and limitations, or in other words, its strengths and weaknesses. These assessments will lead to an identification of strategic options, which need to be evaluated. After the optimal strategy mix has been selected, plans must be made for the successful implementation of such strategies.

This is an overview course on the basic process of how to do strategic planning, whether the organization is in manufacturing, service, or not-for-profit.

 

Learning Objectives
At the end of this course, the participants will have been able to:

1. Scan the external business environment to identify potential threats and opportunities that may impact on the organization
2. Appraise the internal strengths and weaknesses of the organization
3. Based on a synthesis of strengths, weaknesses, opportunities, and threats, identify key strategies for gaining sustainable competitive advantage
4. Evaluate these strategies to select those that are feasible and have a high probability of success
5. Translate these objectives into measures, targets, projects, and programs

Who Should be Involved in the Process?
To be effective, strategic planning has to be done from a total systems perspective, i.e., it involves all the key decision-makers in all operating and support units and departments. The CEO and all department heads must participate from beginning to end. It is a collaborative exercise where everyone sees the same information and all ideas are welcome. The reason is that an enterprise is a system composed of different units doing different work but which are all interrelated, i.e., each one affects the others. At the same time, the enterprise as a whole has to interact with the bigger environmental system that impacts on it.

Course Outline:
I. The need for setting a cohesive organizational direction

A.  Vision
B.  Mission
C.  Core values
D.  Strategic goals
E.  Tactical goals
F.   Operational goals
G.  The need for planning
H.  The Pareto Principle

II. Strategic Management

A.  Definition of and need for strategic management
B.  What is strategy?
C.  Characteristics of a strategic decision

III. Environmental Scanning

A.  The impact of external environmental forces on the organization

B.  The general environment

    1.    Economic

    2.    Legal/political

    3.    Social/cultural

    4.    Technological

    5.    Physical

C.  The industry-specific environment

    1.   Rivalry among existing competitors

    2.   Bargaining power of suppliers

    3.   Bargaining power of buyers

    4.   Threat of new entrants

    5.   Threat of substitution

D.  External forces impact directly on the organization but are beyond its control. They create:

    1. Threats

    2. Opportunities

    3. The same force can be both a threat and an opportunity

E.  An organizational can control only its response to these forces

F.   The organization must anticipate the nature, location, timing, direction, and magnitude of the external environmental trends

IV. Internal Appraisal

A.  Organizational response to external forces is dependent on its

    1. Capabilities (strengths)

    2. Limitations (weaknesses)

    3. All organizations, large or small, have both strengths and weaknesses

    4. Areas of appraisal

B. Strengths and weaknesses are dependent on

    1. Core competence

    2. Synergy (internal and with business partners)

    3. These can be deliberately developed or created through managerial actions

C.  Definition of core competence

D.  Definition of synergy


V. SWOT Analysis

A.  What is a SWOT Matrix?

B.  Combinations

    1. SO

    2. ST

    3. WO

    4. WT

C.  Porter’s competitive strategies

    1. Differentiation

    2. Cost leadership

    3. Focus

D.  Product-market scope

    1. Market penetration

    2. Market development

    3. Product development

    4. Diversification

        a. Related

        b. Unrelated

 

VI. Development of Strategic Objectives

A.  Translation of agreed critical-few strategies into specific, measurable, challenging, and time-bound targets or results to be achieved

    1. Starting at the CEO’s level

    2. Cascaded and made more detailed at successively lower levels

B.  The basis for tactical and operating plans, programs, and projects

C.  Need for “line of sight” alignment with the overall organizational strategic goals and with the strategies of other units

D.  Responsibility and accountability for results at all levels are assigned to specific persons

E.  Become a major basis for performance evaluation

Schedule
This course is conducted online through Zoom over a three-hour period (9:00 AM – 12:00 NN). 

Facilitator
The facilitator is Dr. Enrico C. Mina. He has extensive experience in strategic planning in San Miguel Corporation and United Laboratories, Inc. He has also facilitated strategic planning sessions in many well-known organizations. At present he is an Associate Professor at the Ateneo Graduate School of Business MBA Programs at Rockwell, Makati City, at the Ateneo School of Medicine & Public Health, and at the Ateneo School of Government at Loyola Heights. He has a Doctor of Business Administration degree from De La Salle University.


R͟E͟S͟O͟U͟R͟C͟E͟ ͟S͟P͟E͟A͟K͟E͟R͟ ͟-͟ ͟Dr. Enrico C. Mina

  • Dr. Enrico C. Mina is an Associate Professor of the Ateneo de Manila University Graduate School of Business, who teaches various economics and business management courses. He has had 27 years of teaching experience, the bulk of which was at the post-graduate level at the AGSB. Dr. Mina returned three years ago from a three-year teaching engagement as Senior Lecturer at the Department of Business Studies of the Papua New Guinea University of Technology at Lae City, Morobe Province, Papua New Guinea. While there, he taught courses in basic economics and management and acted as the Director of the Executive MBA Program, which he helped conceptualize and design and in which he taught six courses.
  • Dr. Mina also has extensive experience in the business world as manager, consultant, and trainer, particularly in the areas of Total Quality Management and kaizen (continuous improvement), operations and supply chain management, and strategic management.
  • Dr. Mina is a faculty member as well at the Ateneo School of Government, teaching Applied Economics in the Public Sector. At the same time, he teaches MBA courses at the Ateneo School of Medicine and Public Health, whose curriculum seamlessly integrates medical science and management.
  • He has written and published several research papers and original cases. While at PNG University of Technology, he wrote a textbook entitled Introduction to Economics for use by the university’s Department of Open and Distance Learning’s Adult Matriculation Program. He has also been the adviser of the Governance Innovation Report (equivalent to a masteral thesis) of 24 students at the Ateneo School of Government.
  • Dr. Mina obtained his Doctor of Business Administration (DBA) degree from De La Salle University-Manila in 2011, his MBA from the Ateneo Graduate School of Business in 1979, and two undergraduate degrees (AB major in Economics and BSBA major in Management, Summa cum Laude) from De La Salle University-Manila in 1973.

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Thank you and enjoy!

Keep safe and God Bless!

 

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