• Forums
  • Blogs
  • About Us
  • Newsletter
  • Elite Members Only


No announcement yet.

Strategic Planning and Resources

  • Filter
  • Time
  • Show
Clear All
new posts

  • Strategic Planning and Resources

    Resource Planning: Before the Strategic Plan can be finally agreed and implemented, the professional servicing company leader(s) must ensure that there will be sufficient resources available for each activity at each stage of the plan. In reality, the planning for the provision of resources must be viewed as a critical element of the plan itself. The strategic plan and the objectives within it will not be achieved if the activities needed to carry out the plan are not properly supported by appropriate resources.

    Resources Forecast: A resources forecast should be carried out by professionals. All planned activities, stages, and objectives should be analyzed for resource requirements. If the forecast identifies areas where the available or deliverable resources do not match the levels required, then this must be corrected or the plan must be altered. Once the leader(s) can be satisfied that the necessary resources will be available, the plan can be finalized and implemented with confidence.

  • #2
    Prioritizing Resources: It is tempting to rank these resources, perhaps arguing that human resources and accompanying expertise and experience should be the highest on the list, but this is not logical. Lack of, or inadequate, financial, physical, or systems resources for any one of the many activities, or at any stage of the plan, can be as damaging as not having the required human resources. It is also tempting to think of resources as only human, financial, or physical, and also as coming only from internal sources. Again, this is not appropriate, as the strategic plan needs support from other areas, internally and externally, that should also be described as resources, such as systems, policies, suppliers, external stakeholders.


    • #3
      Organizational Infrastructure: The shape and complexity of the organizational structure should be designed to serve the strategic direction taken. A structure that is as flexible, dynamic, and responsive a structure as possible is essential. In some business sectors, for example in many parts of the public sector, there will be constraints and barriers that will dictate a more bureaucratic and rigid structure that limits responsiveness and flexibility. Much of this may be unavoidable, but it should be continually challenged and loosened where possible. In most other sectors there is no excuse. The leaders of organizations in commercially driven sectors and this now includes education, health, charities, and the utilities, must strive to structure their organizations so that they can respond to the fast pace and continual changes of today's professional servicing business world.


      • #4
        Systems, Policies, Procedures: In functional areas such as IT, Finance, HR and Personnel, Performance Appraisal and Reward, Conditions of Employment, Working Patterns, Training and Development, the systems, policies, and procedures must be operating in support of the strategic plan and the accompanying operational activities. An appropriate Quality Assurance Management System should be in place, guided by the strategic objectives, constantly monitoring the quality standards of all the systems, including its own, to ensure that they are not hindering or damaging the chances of achieving the strategic objectives.

        Location: For most organizations, the location is not easily changeable, and would not normally be challenged. But the leader(s) must look at the current location in terms of its strategic suitability. If the location is not supportive of the strategies, then alternatives must at least be explored. If moving to a more appropriate location is logistically and financially possible, then that relocation should take place at the earliest opportunity.