More than ever, strategic planning has become an integral component of organizations, whether public or private. The need for planning in government systems is also evident from the changing population patterns, social diversity as has occurred with massive migrations across the world as well as changing population needs with the advent of technology. On a global scale, strategic planning has served an important part in control and treatment of diseases, curbing of poverty, mitigation of climate change as well as regulation and control of population growth. Leadership calls for an integration of strategic approaches to management with other functions in order to achieve sustainability and growth. The dynamics of leadership and strategic process in the public sector exhibit several characteristics because of the definition that exists for these organizations.
For organizational functions to remain sustainable, awareness to their operational environment is crucial. This environment may be internal or external and it helps to shape the strategic plan. Stefan (2010) explains that c hanges within this environment dictate the course of action and they should be key in the decision-making process and the formulation of a viable strategic plan. Response to change may be through revision of the strategic plan or total overhaul through a paradigm shift. Well calculated decisions are crucial during critical moments when organizations face dramatic or rapid changes in their environment (Bryson, 2018). The interdependency between the private and the public organizations has had a huge bearing on strategic planning for these sectors, as none has been shown to survive without the other (Dinh, 2014). Policies, as developed by the governmental agencies influence the business environment of the private for-profit entities. The interconnectedness exists in technology, political, social and economic spheres. Hence, the traditional demarcation that existed between public non-profit and for-profit organizations has been eroded over the years due to their shared roles and operating environments. With globalization taking shape, geopolitical and intergovernmental cooperation has become a major drive for achievement of shared missions by many nations.
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Strategic planning provides leaders with an avenue to manage challenges and at the same establish the direction that their organizations take. Deliberative strategic planning is essential in a number of ways (Carver, 2011). To begin with, it helps in gathering and analyzing information crucial to the organization and thus be able to frame possible solutions to issues. Strategic planning also allows leaders to make frameworks for decision making that are in line with the missions, goals and objectives of an organization (Bryson, 2018). Through this, leaders are able to device projects and policies that align with the long-term aspirations of the organization’s stakeholders. Anticipating change and acting on it ensures organizational continuity and also enhances the process of continuous improvement (Carver, 2011). Bryson, (2018) discusses that strategic planning is also vital in creating organizational significance within a given system and fostering good public relations. Due to the importance of this process as outlined above, various methods, tools and concepts have been devised to assist leaders in both profit and non-profit organizations arrive at deliberations for strategic change.
The strategy change cycle encompasses ten steps which organizations employ in formulating their course of action. The initial step involve agreeing on the process of devising the strategy. This is best done through team work and brainstorming, which ultimately leads to selection of the best process to put in use. Organizational mandates and clarification of the mission and vision are then drawn to ensure that each course of action steers towards achievement of these mandates. Since organizational operations heavily rely on the environment an analysis of both the external and internal influencers commences. Internal organizational environment is best assessed using the SWOT analysis which encompasses a review of the strengths, weakness, opportunities and threats. Once these have been determined, formulation of strategies and management of challenges ensues. Implementation of the strategic plan and step-by-step evaluation functions as a crucial informer of progress whereas stablishing an attainable organizational vision acts as the guiding compass (Bryson, 2018).
Different from what was previously thought, strategic leadership is important not only for profit oriented firms but also for public and non-profit organizations. A strategic plan helps a public organization achieve collaborations of sorts and as well carry out its mandate to the communities more efficiently (Bryson, 2018). This is better accomplished via community involvement in the design of the plan through leaders, citizens and other key influencers. For public organizations, attention to stakeholder concerns is essential. Because of the huge importance of stakeholder satisfaction, strategic planning in the public organizations requires an understanding of the organizational relationships and need to safeguard them (Carver, 2011). Such helps in defining the organization roles, mandate and context and also provides invaluable guide on the best approach to strategic planning (Bryson, 2018). More often than not, this involves asserting an assurance that the plan is achievable, and that adherence to ethical and democratic accountability is guaranteed. Customer label and perception of the organization is as crucial as the quality of leadership offered within that organization. Whether the target of a plan is to reinvent its operations, improve on customer service or restructure its operations, stakeholder involvement is critical ((Carver, 2011). Focusing on one stakeholder such as the customer should not blind the organization’s attention on other key contributors to its success. Achieving a balance on improving organizational status while appeasing stakeholders is a specific challenge to leaders in the public sector.
Implementation of strategies for public sector leaders does not occur without political interference. Decision-making for leaders in the public sector must occur with immense consultations and this delays the implementation of some of the plans (Bryson, 2018). Thus, achievement of goals within such settings of extensive bureaucracy is delayed. Political interference also means that public firms have to dissipate their mandate in a manner that achieves political correctness while at the same time sticking to the main organizational goals (Donate & de Pablo, 2015). The support that comes from the government of the day determines the success of these organizations from time to time. Sponsors of a strategic plan also have a huge implication on the direction that such planning should adopt. Such effect is witnessed in government controlled public sector where the government has the power and authority to direct the strategic plan and impose its agenda (Bryson, 2018). Leaders in the public sector are held accountable for such plans. Although sponsors are not involved in the day-to-day running of an organization, organizational planning must align with their objectives (Haigh & Hoffman, 2012. They either set the stage for good leadership and control or put undue pressure on the management, which may interfere with the direct influence that public sector leaders may have on the organizations they oversee (Barrick et al, 2015). Additionally, when organizations are under pressure to change, adoption of rashly drafted strategic plans may lead an unanticipated road to terrible failure.
Public sector leadership must encompass massive team effort rather than a “one man-show” approach. A wisely constructed strategic team is crucial for organizational success. According to Elbanna, Andrews and Pollanen (2016), formation of this requires inclusion of the key players within an organization as well as involvement of junior members in drawing the strategy. Alignment of organizational goals with human resource strategy is a recent revelation that works for many organizations. Team leadership aims at balancing the direction, gaining control, mentoring others and allowing each member to give their contributions (Kacmar, Carlson & Harris, 2013). Good leadership is one that facilitates effective communication while allowing constructive criticism and dialogue on issues. Effective conflict management skills are important in sustaining togetherness and facilitating meaningful contributions (Ali, 2012). A team decision-making process must be anchored on the mission, goals and organizational norms. Allowing diversity within a team creates an avenue through which sharing occurs and different perspectives on various issues are discussed.
In conclusion, deliberative strategic planning is essential in a number of ways. It allows leaders to make frameworks for decision making that are in line with the missions, goals and objectives of an organization. Through this, leaders are able to device projects and policies that align with the long-term aspirations of the organization’s stakeholders. Anticipating change and acting on it ensures organizational continuity and also enhances the process of continuous improvement. Strategic planning is also vital in creating organizational significance within a given system and fostering good public relations. Strategic planning focuses on establishing a relationship between organizational goals and the environment. The attainment of a workable strategic plan should be a team effort through constructive dialogue. Stakeholder involvement is crucial in the public sector as well as in the profit entities. An approach that advances both the organizational mission and goals while caters for the concerns of the stakeholder is essential for the top leadership.
References
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