Comparing Conventional and Organic Strategic Planning Models

Running head: STRATEGIC PLANNING 1 Strategic Planning Jeffrey A Landis St. Petersburg College

STRATEGIC PLANNING 2 Abstract There is no one perfect strategic planning process or model that can fit all organizations. Each and every organization must customize the best approach to fit the needs of its members, the culture, and the current situation in and around the organization and the purpose of the planning. There is a plan for every planner and choosing the best strategic plan takes effort. Some models must be modified and retooled as implementation occurs. Environments change. So do leadership and the visions needed to complete a plan. Knowing the organization is key. The purpose of this paper will be to compare and contrast two distinct strategic planning models and present how best to implement each plan.

STRATEGIC PLANNING 3 Strategic Planning Of the multitude of potential organizations in business today, the depth of resources a particular group can allocate to implement a strategic plan is also as varied. Plans are influenced by the stability of the environment in which the associations exist. The examples we will choose to compare today will be the conventional model and the organic strategic plan. These plans are vastly different and will be applicable to both the public and private entity. The conventional model is the most common of the two, although it is not suited for every organization. This would be the best choice for an entity that has sufficient depth of resources that can be put to the task of pursuing very ambitious goal and visions. They have a smaller number of current issues to be resolved and they exist in a relatively stable external environment (Bradford & Duncan, 2000). The conventional strategic plan can be broken into several segments or overall phases that can be implemented as both short and long term goals. You would begin by developing an initial vision or mission statement. This would require the input of the leadership, as it would be directing the corporate culture of the organization. The next step in the process would be to evaluate both the internal and external aspects of the entity in question. This may cause a planner to re-evaluate the mission statements as well. Results of this in depth assessment would be utilized to establish long-term goals to achieve the vision set forth in the previous steps. The strategic planner would then develop detailed action plans to effect implementation of the set goals. This would involve identifying the responsible parties that would be assigned responsibility for their respective parts of the plan. These responsible parties could very well be individual departments within the organization such as financial, staffing, public relations, facilities management, and board of directors (Bradford & Duncan,

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STRATEGIC PLANNING 4 2000). The initial steps of the conventional model should be used as strategic planning and the last steps as a yearlong operational plan. The other well-used plan we will discuss is the organic strategic planning model. Many consider the conventional model to linear in its approach. Confined to a protracted long-term implementation that is best suited to the more stable external market environment. Those organizations that exist in static and readily predictable atmospheres can thrive as they steadily implement all their goals. Others consider that the open market is a chaotic and vigorous system that is always changing and therefore a plan produced by the conventional model would become quickly obsolete and useless. The organic model is based on the principle that any long-term vision is best achieved by everyone working together toward the common goal, but with each individual doing only whatever actions they would regularly decide to do to achieve the common vision (Bryson, 1995). The model could include the following steps or phases. With as many people of the organization gather together as possible, verbalize the long-term values and vision. Secondly, as each person departs the gathering, they should select at least one realistic action they can take to achieve the vision. Routine meetings should occur where individuals report their actions and what they have learned from those actions taken. Lastly, on a more infrequent basis those actions and accomplishments should be included in the strategic plan. In conclusion, there is no perfect strategic plan. No one size fits all. If there was there would certainly be no need for strategic planners, mission statements, corporate culture, or company values. In an effort to flourish in their respective market environments, organizations must craft their own road to success.

STRATEGIC PLANNING 5 References Bradford, R., & Duncan, P. (2000). Simplified Strategic Planning Bryson, J. (1995). Strategic Planning fo Public and Nonprofit Organizations : A Guide to Strengthening and Sustaining Organizational Achievement

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