What do you do if your economic organization needs a strategic plan?

To develop a strategic plan for your organization, start with a SWOT analysis to assess internal and external factors. Engage stakeholders to gather insights and ensure alignment. Define clear, measurable objectives and outline a roadmap for achieving these goals. Regularly review and adjust the plan to respond effectively to any changes in the business environment. This approach ensures your strategy remains relevant and effective.

Para desenvolver um plano estratégico em uma organiza??o econ?mica, siga estes passos: Definir o Sponsor: Escolha um executivo forte, preferencialmente o CEO, para patrocinar o projeto. Estruturar o Processo: Defina o processo de planejamento. Papéis e Responsabilidades: Determine os papéis de todas as áreas e executivos envolvidos.Garanta a participa??o de toda a organiza??o no processo. Execu??o do Processo: Realize as atividades planejadas, mantendo comunica??o clara. Documenta??o dos Resultados: Documente todas as decis?es tomadas. Desdobramento para Cada área: Defina como o plano será implementado em cada departamento. Esse método assegura um plano estratégico eficaz e alinhado com o suporte executivo.

ALIGN MICRODESITIONS ACROSS ALL LAYERS: There is a great disconnect between a company's strategy and its operating model: too tactical to create real value and the strategy too gaseous to translate it accurately and clearly into the step by step that ensures it in acting, in all layers. And what is a good strategy? that is differentiating, that adds value, that generates competitive advantage, that is clear for the entire organization so that it can be well understood and acted upon; and most importantly: that it does not become blurred in the MICRODESITIONS that people at all levels of the organization take every day, because as the famous phrase misattributed to Peter Drucker says: “Culture eats up strategy in breakfast".

Integro la teoría de juegos en la planificación estratégica para anticipar y moldear el comportamiento del mercado. Comienzo definiendo objetivos SMART y realizando un análisis FODA que considera las estrategias de competidores y colaboradores. Involucro a los stakeholders para entender sus estrategias y reviso datos con un enfoque en la dinámica del mercado. Establezco metas que maximicen las ventajas competitivas y desarrollo planes de acción mediante simulaciones de teoría de juegos. Implemento planes con la flexibilidad para adaptarme a los cambios del mercado, monitorizo el progreso con KPIs dinámicos y ajusto las estrategias basándome en evaluaciones continuas. Me permite crear un plan estratégico dinámico y adaptativo.

To develop a strategic plan for an economic organization, follow these steps: define the organization's vision and mission, conduct a SWOT analysis, set clear objectives, identify strategic priorities, develop strategies and tactics, allocate resources efficiently, build stakeholder engagement, create a monitoring and evaluation framework, communicate and implement the plan, and regularly review and adapt the plan to ensure its success and alignment with long-term goals.

It is essential to analyze the relevant data when formulating the strategy. This can include market data, competitive analysis and customer feedback. For example, a retail company can use sales data to identify purchasing trends and customer preferences, helping to inform strategic decisions such as product selection and market segmentation. By using concrete data, it is possible to create more informed and effective strategies to achieve the defined objectives.

Formulating a strategic plan for an economic organization involves several key steps. Firstly, assess the current state of the organization by conducting a thorough internal and external analysis, identifying strengths, weaknesses, opportunities, and threats (SWOT analysis). Next, establish clear, achievable objectives aligned with the organization's mission and vision. Then, develop strategies to achieve these objectives, considering factors such as market trends, competition, and resources available. Implementation plans should detail specific actions, responsibilities, timelines, and performance metrics. Regular monitoring and evaluation are crucial to adjust strategies as needed and ensure progress towards goals.

Don't fall into the “execution trap.” The specialization of functions and management development has generated a complete separation between strategy and execution. This excessive separation and disarticulation leads to a dangerous misalignment between strategy and tactics that ends up leading valuable projects to failure, and making decisions without adequate information, in addition to failures of interpretation and understanding and even deterioration in the level of competitiveness of human resources and sense of belonging. Understanding strategy and execution as indivisible concepts of equal value will ensure success with greater certainty and thus be able to move forward quickly in a competitive market.

The famous phrase wrongly attributed to Peter Drucker: “Culture eats strategy for breakfast”. With this context, it is necessary to ask: And what is a good strategy? That is: that it is differentiating, that it adds value, that it generates competitive advantage, that it is clear for the entire organization so that they can understand it well and act on it. And for me the most important thing: Put all the focus on the execution. Because it is in the execution where the strategy is "blurred" in each layer of the organization, and it is here where the culture turns the strategy into pieces. I recommend reading the best seller “The Discipline of Getting Things Done” and “The Execution Trap” by Roger L. Martín.