When thinking about strategic planning, several concepts can be considered. Any company’s executives would like to settle on a cost-efficient strategy that is most likely to yield a positive result, thus avoiding unnecessary financial risks. This paper will focus on two of these concepts, which are the organic model and real-time strategic planning.
Organic Model
An organic model is an unconventional approach since it concentrates on the organization's values and vision versus plans and processes. The firms use natural self-organizing systems originating from their values and leverages their resources to attain goals, operate effectively, and conserve funds. There are three necessary steps to be followed when implementing this model. First, stakeholders need to clarify the vision and values of the organization. This step is a collaborative process that requires the involvement of both internal and external stakeholders (Deidhae, Hardyanto, & Rokhman, 2020). The main goal is to come up with shared visions and values for the stakeholders.
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Secondly, the stakeholders create personal action plans, a step where the model's unconventional aspect comes into play. Each person is assigned responsibilities following the values of the organization aimed at realizing the vision set. The tasks given are decided by the stakeholders who are divided into small groups.
Lastly, the stakeholders to report back the outcome of the action plans. Every individual takes ownership of their plan and keep updating the group of their progress. This idea demonstrates a communal approach to accountability where more significant tasks can be handled with ease hence achieving quality results.
In an organization with a large, diverse group of stakeholders, this strategic planning model can find common ground. Achieving such a goal requires time and a strong emphasis on values and vision rather than concentrating on the firm's procedures and structures. The organic model enables organizational members and stakeholders to undertake more active roles in the organization (AlShehhi, AlMulla, & Mansoor, 2019). For younger companies that want to gain finances without presenting any formal strategic plan, the model can be very beneficial.
Real-Time Strategic Planning
Real-time strategic planning is a nontraditional system, just like the organic model. It is mainly used in companies that require real-time strategic planning hence maintaining quick responsiveness (Shende & Panneerselvam, 2019). These organizations mostly operate in an environment prone to rapid changes, thus detailed and long-term plans become irrelevant within a planning cycle of like three to five years.
There are three levels of strategy involved in real-time strategic planning. First, there is the organizational level, in which one needs to outline the company’s trends, market position, mission, competitors, and vision. The second level is the programmatic strategy, where research is conducted to uncover approaches that will guide the management in realizing the company's mission. The research conducted should cover various points for strategic brainstormings, such as the competitive advantage, threats, opportunities, among many other aspects.
Lastly, there is the operational level where internal systems, personnel, and processes are evaluated to develop an effective strategy meant to address strengths and weaknesses (Kerzner, 2019). With the three plans as a whole, a criterion for implementing, developing, testing, and adapting strategies can be formed, enabling a thoughtful and quick response when needed.
Conclusion
Generally, strategic planning enables an organization to plan on how to effectively apply its resources, knowledge, and skills to attain its objectives, goals, and mission even in a changing environment. The concept to adopt depends on the situation experienced in your organization. For example, if the firm operates in an ever-changing environment, it is advisable to use real-time strategic planning.
References
AlShehhi, A., AlMulla, H., & Mansoor, W. (2019). Strategic planning impact on innovation and organizational performance in the UAE. In International Conference on Advances in Business and Law (ICABL) (Vol. 3, No. 1, pp. 5-17). https://publications.ud.ac.ae/index.php/ICABML-CP/article/download/406/128
Deidhae, F. Z., Masrukhi, Hardyanto, W., & Rokhman, F. (2020). Strategic planning: Developing a model for senior high schools. Proceedings of the International Conference on Science and Education and Technology (ISET 2019) . https://doi.org/10.2991/assehr.k.200620.031
Kerzner, H. (2019). Using the project management maturity model, third edition. https://doi.org/10.1002/9781119559078
Shende, V., & Panneerselvam, R. (2019). STUDY AND COMPARATIVE ANALYSIS OF VARIOUS STRATEGY PLANNING MODELS FOR BUSINESS PERFORMANCE. Paripex-Indian Journal Of Research , 8 (10). http://www.worldwidejournals.net/index.php/PIJR/article/download/893/889
