Designing a Strategic Planning System: Key Considerations

  • September 20, 2023
  • Business Strategy & Innovation

strategic planning in system analysis and design

Designing a strategic planning system is a crucial task for organizations seeking innovation and growth. In this article, key considerations for creating an effective system are explored.

From goal-setting processes to environmental scanning, the importance of clear communication and adaptability is emphasized.

The role of subordinate managers and corporate planners, as well as the linkage between planning and budgeting, are also examined.

As planning systems evolve, the involvement of chief executives and the mitigation of pressures on division managers become vital.

Discover how to design a strategic planning system that fosters innovation and drives success.

Table of Contents

Key Takeaways

  • The design of a strategic planning system should consider the level of specificity and communication of goals, especially for second-level managers.
  • Environmental scanning is important for strategic planning system design, but the extent of scanning may vary based on company size and diversification.
  • Subordinate managers in small and large companies have different focuses and perspectives, and cross-functional communication may be necessary for functionally coordinated action programs.
  • The role of corporate planners and the linkage between planning and budgeting can vary based on company size and complexity, but both are crucial for effective planning.

Understand the Goal-Setting Process

The president in small companies shares thoughts about objectives and strategy with functional subordinates but does not make explicit performance goals. This approach to goal setting poses common challenges in goal setting and requires effective communication of performance goals.

One challenge is the lack of clarity in expectations, as functional subordinates may not have a clear understanding of what is expected of them. This can lead to confusion and inefficiency in the achievement of goals. Effective communication of performance goals is essential in providing a clear direction and aligning the efforts of the team towards a common objective.

It is important for the president to articulate the goals clearly, ensuring that they are measurable and achievable. This will enable the team to understand their individual roles and responsibilities, leading to improved performance and innovation.

Emphasize the Importance of Environmental Scanning

Division managers play a crucial role in providing inputs on the business environment to emphasize the importance of environmental scanning.

Strategic scanning and environmental analysis are essential components of designing a strategic planning system.

By actively engaging in environmental scanning, division managers can gather valuable information about external factors that may impact the organization’s strategic decisions and performance.

This includes identifying emerging trends, potential opportunities, and potential threats.

Through strategic scanning, division managers can contribute to the development of a comprehensive understanding of the business environment and provide insights that can inform the organization’s strategic planning process.

This analytical and detail-oriented approach enables the organization to adapt and innovate in response to changing market conditions, fostering a culture of innovation and growth.

Focus on Subordinate Managers’ Perspectives

Subordinate managers in small companies have a parochial point of view and a shorter time horizon. They tend to focus on their own areas of the business and may lack a broader perspective. This limited perspective can hinder innovation and strategic thinking.

To overcome this, it is crucial for these managers to engage in cross-functional communication. By collaborating with colleagues from different departments, they can gain a better understanding of the overall business objectives and strategies. This cross-functional communication allows for the exchange of ideas, expertise, and perspectives, leading to more innovative and effective decision-making.

It also helps subordinate managers to see the bigger picture and align their goals with the overall strategic direction of the company. By breaking down silos and promoting collaboration, companies can foster a culture of innovation and strategic thinking.

Define the Role of Corporate Planners and Linkage With Budgeting

Corporate planners play a crucial role in coordinating action programs and ensuring a clear linkage between planning and budgeting in both small and large companies. These planners are responsible for designing the planning system and facilitating the strategic planning process.

They work closely with division managers to gather inputs and develop divisional goals that align with the overall business strategy. In small companies, the president often assumes the role of corporate planner, while in larger companies, there may be a dedicated corporate planning department.

The planner’s main objective is to establish a strong connection between planning and budgeting, ensuring that the financial forecasts from the planning cycle translate into profit commitments in the operating budget. This tight linkage is essential to make strategic choices and allocate resources effectively.

Consider the Evolving Nature of Strategic Planning Systems

As the strategic planning process evolves, it is important to adapt the planning system to changing business environments and incorporate innovative approaches. This is crucial in order to effectively navigate the evolutionary changes that occur in the business landscape.

To consider the evolving nature of strategic planning systems, several key factors need to be taken into account:

Embrace flexibility: Strategic planning systems should be designed to be flexible and adaptable, allowing for the incorporation of new strategies and approaches as the business environment evolves.

Emphasize continuous learning: It is important to foster a culture of continuous learning within the organization, encouraging employees to stay updated on industry trends and developments. This will enable the organization to proactively adapt its strategies to stay ahead of the competition.

Foster collaboration and innovation: Strategic planning systems should promote collaboration among different departments and teams, encouraging the exchange of ideas and the development of innovative solutions. This will help in adapting strategies to meet the changing needs of the market.

Regularly review and evaluate: It is essential to regularly review and evaluate the effectiveness of the strategic planning system. By analyzing the outcomes and making necessary adjustments, the organization can ensure that its strategies are aligned with the evolving business environment.

Prioritize Division Manager Involvement

Division manager involvement is crucial in prioritizing the development and implementation of effective strategic plans.

The division manager’s perspective and participation are essential in ensuring that the strategic plans align with the goals and objectives of the division.

By actively engaging division managers in the planning process, organizations can tap into their expertise and insights, leveraging their understanding of the division’s strengths, weaknesses, and opportunities.

This collaborative approach allows for a more comprehensive and innovative strategic planning process, as division managers bring their unique perspectives and knowledge to the table.

Additionally, division manager participation helps to increase buy-in and ownership of the strategic plans, as they are actively involved in shaping and driving the implementation of these plans.

Overall, division manager involvement is a critical factor in designing a strategic planning system that promotes innovation and success.

Ensure Quick Estimation of Financial Implications

When designing a strategic planning system, one key consideration is ensuring the quick estimation of financial implications. This involves analyzing the potential financial outcomes of different strategic choices and determining their impact on the organization’s financial performance.

Here are four important aspects to consider in this process:

Timely analysis: The planning system should enable managers to quickly assess the financial implications of various strategic options. This requires access to relevant financial data and the ability to perform financial analysis in a timely manner.

Scenario modeling: The system should allow for the creation of different scenarios to evaluate the financial outcomes of different strategies. This can help managers make informed decisions by understanding the potential risks and rewards associated with each option.

Quantitative tools: The system should provide managers with the necessary quantitative tools to perform financial analysis. This may include financial modeling software, forecasting techniques, and sensitivity analysis tools.

Integration with budgeting: It is crucial to have a clear linkage between the planning and budgeting processes. Financial forecasts from the planning cycle should inform the development of the operating budget, ensuring that strategic choices are reflected in resource allocation decisions.

Lengthen the Time Horizon With Long-Range Financial Projections

Long-range financial projections can help organizations lengthen their time horizon and make more informed strategic decisions. By incorporating long-range forecasting into their planning process, organizations can gain a better understanding of future financial trends and potential risks. This allows them to develop strategies that are aligned with their long-term goals and objectives.

Strategic time horizons become more expansive when organizations have access to accurate financial projections that extend beyond the short-term. This enables them to anticipate changes in the business environment, adapt to market conditions, and identify new opportunities for growth and innovation.

Long-range financial projections provide valuable insights that can guide organizations in making proactive decisions and staying ahead of the competition. By embracing long-range forecasting, organizations can foster a culture of innovation and position themselves for long-term success.

Mitigate Pressures on Division Managers

To alleviate the burdens on division managers, corporate management should develop a planning process that provides support and guidance without overpowering the division manager’s role. This can be achieved by implementing the following strategies:

Implement a collaborative approach: Encourage division managers to actively participate in the planning process, fostering collaboration and collective decision-making. This not only helps to distribute the workload but also ensures that the plans are well-rounded and consider diverse perspectives.

Provide adequate resources: Mitigate stress by ensuring that division managers have access to the necessary resources, such as information, tools, and technology, to effectively carry out their planning responsibilities. This empowers them to make informed decisions and execute their plans efficiently.

Establish clear expectations: Set clear goals and objectives for division managers, providing them with a sense of direction and purpose. Clearly communicate performance expectations, while allowing flexibility for innovation and creativity within the planning process.

Foster a supportive culture: Create an organizational culture that values and supports the role of division managers in the strategic planning process. Recognize their efforts and provide opportunities for professional development, enabling them to grow and excel in their roles.

Guide the Chief Executive’s Role in the Planning Process

In designing a strategic planning system, it is crucial to guide the chief executive’s role in the planning process while encouraging division manager autonomy.

The chief executive plays a significant role in supporting and guiding the planning process, rather than taking over the division manager’s job. This involves providing the necessary resources and creating an environment that fosters innovation and strategic thinking.

However, it is important for the chief executive to avoid becoming too involved and interfering with the division manager’s autonomy. By allowing division managers to have ownership of their planning process, they are more likely to create realistic and effective plans that align with the overall strategic goals of the organization.

This encourages creativity and accountability at the divisional level, while still ensuring alignment with the organization’s strategic direction.

Frequently Asked Questions

What are some common challenges that second-level managers face when designing a strategic planning system.

Challenges faced by second-level managers when designing a strategic planning system include uncertainty about guidelines, specific performance goals, and communication methods. Solutions involve clear goal-setting processes, environmental scanning, and involving subordinate managers in the planning effort.

How Can Small Companies Conduct Effective Environmental Scanning With Limited Resources?

Small companies can conduct effective environmental scanning with limited resources by focusing on their current situation and developing achievable goals for the forthcoming year. They can also leverage the knowledge and inputs of division managers to gather insights on the business environment.

What Are Some Key Differences in the Perspective of Subordinate Managers in Small Companies Versus Large Companies?

In discussing the perspective differences between subordinate managers in small and large companies, some key differences include parochial viewpoints and shorter time horizons in small companies, while larger companies have broader perspectives due to diversity of businesses and focus on achieving a strategic outlook. These differences pose managerial challenges in terms of cross-functional communication and coordination of action programs.

How Can the Linkage Between Planning and Budgeting Be Managed in Large Companies With Diverse Businesses?

Managing the linkage between planning and budgeting in large companies with diverse businesses requires careful coordination. Budgeting challenges arise due to the complexity and involvement of multiple divisions. Effective management ensures strategic commitments are aligned with financial resources.

What Are Some Potential Risks of the Chief Executive Becoming Too Involved in the Development of Business Plans?

The chief executive’s excessive involvement in business plan development poses risks of micromanagement and negatively impacting employee autonomy. It can hinder innovation, limit creativity, and discourage independent thinking, ultimately hindering the success of the strategic planning process.

  • Business strategy |
  • 7 strategic planning models, plus 8 fra ...

7 strategic planning models, plus 8 frameworks to help you get started

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Strategic planning is vital in defining where your business is going in the next three to five years. With the right strategic planning models and frameworks, you can uncover opportunities, identify risks, and create a strategic plan to fuel your organization’s success. We list the most popular models and frameworks and explain how you can combine them to create a strategic plan that fits your business.

A strategic plan is a great tool to help you hit your business goals . But sometimes, this tool needs to be updated to reflect new business priorities or changing market conditions. If you decide to use a model that already exists, you can benefit from a roadmap that’s already created. The model you choose can improve your knowledge of what works best in your organization, uncover unknown strengths and weaknesses, or help you find out how you can outpace your competitors.

In this article, we cover the most common strategic planning models and frameworks and explain when to use which one. Plus, get tips on how to apply them and which models and frameworks work well together. 

Strategic planning models vs. frameworks

First off: This is not a one-or-nothing scenario. You can use as many or as few strategic planning models and frameworks as you like. 

When your organization undergoes a strategic planning phase, you should first pick a model or two that you want to apply. This will provide you with a basic outline of the steps to take during the strategic planning process.

[Inline illustration] Strategic planning models vs. frameworks (Infographic)

During that process, think of strategic planning frameworks as the tools in your toolbox. Many models suggest starting with a SWOT analysis or defining your vision and mission statements first. Depending on your goals, though, you may want to apply several different frameworks throughout the strategic planning process.

For example, if you’re applying a scenario-based strategic plan, you could start with a SWOT and PEST(LE) analysis to get a better overview of your current standing. If one of the weaknesses you identify has to do with your manufacturing process, you could apply the theory of constraints to improve bottlenecks and mitigate risks. 

Now that you know the difference between the two, learn more about the seven strategic planning models, as well as the eight most commonly used frameworks that go along with them.

[Inline illustration] The seven strategic planning models (Infographic)

1. Basic model

The basic strategic planning model is ideal for establishing your company’s vision, mission, business objectives, and values. This model helps you outline the specific steps you need to take to reach your goals, monitor progress to keep everyone on target, and address issues as they arise.

If it’s your first strategic planning session, the basic model is the way to go. Later on, you can embellish it with other models to adjust or rewrite your business strategy as needed. Let’s take a look at what kinds of businesses can benefit from this strategic planning model and how to apply it.

Small businesses or organizations

Companies with little to no strategic planning experience

Organizations with few resources 

Write your mission statement. Gather your planning team and have a brainstorming session. The more ideas you can collect early in this step, the more fun and rewarding the analysis phase will feel.

Identify your organization’s goals . Setting clear business goals will increase your team’s performance and positively impact their motivation.

Outline strategies that will help you reach your goals. Ask yourself what steps you have to take in order to reach these goals and break them down into long-term, mid-term, and short-term goals .

Create action plans to implement each of the strategies above. Action plans will keep teams motivated and your organization on target.

Monitor and revise the plan as you go . As with any strategic plan, it’s important to closely monitor if your company is implementing it successfully and how you can adjust it for a better outcome.

2. Issue-based model

Also called goal-based planning model, this is essentially an extension of the basic strategic planning model. It’s a bit more dynamic and very popular for companies that want to create a more comprehensive plan.

Organizations with basic strategic planning experience

Businesses that are looking for a more comprehensive plan

Conduct a SWOT analysis . Assess your organization’s strengths, weaknesses, opportunities, and threats with a SWOT analysis to get a better overview of what your strategic plan should focus on. We’ll give into how to conduct a SWOT analysis when we get into the strategic planning frameworks below.

Identify and prioritize major issues and/or goals. Based on your SWOT analysis, identify and prioritize what your strategic plan should focus on this time around.

Develop your main strategies that address these issues and/or goals. Aim to develop one overarching strategy that addresses your highest-priority goal and/or issue to keep this process as simple as possible.

Update or create a mission and vision statement . Make sure that your business’s statements align with your new or updated strategy. If you haven’t already, this is also a chance for you to define your organization’s values.

Create action plans. These will help you address your organization’s goals, resource needs, roles, and responsibilities. 

Develop a yearly operational plan document. This model works best if your business repeats the strategic plan implementation process on an annual basis, so use a yearly operational plan to capture your goals, progress, and opportunities for next time.

Allocate resources for your year-one operational plan. Whether you need funding or dedicated team members to implement your first strategic plan, now is the time to allocate all the resources you’ll need.

Monitor and revise the strategic plan. Record your lessons learned in the operational plan so you can revisit and improve it for the next strategic planning phase.

The issue-based plan can repeat on an annual basis (or less often once you resolve the issues). It’s important to update the plan every time it’s in action to ensure it’s still doing the best it can for your organization.

You don’t have to repeat the full process every year—rather, focus on what’s a priority during this run.

3. Alignment model

This model is also called strategic alignment model (SAM) and is one of the most popular strategic planning models. It helps you align your business and IT strategies with your organization’s strategic goals. 

You’ll have to consider four equally important, yet different perspectives when applying the alignment strategic planning model:

Strategy execution: The business strategy driving the model

Technology potential: The IT strategy supporting the business strategy

Competitive potential: Emerging IT capabilities that can create new products and services

Service level: Team members dedicated to creating the best IT system in the organization

Ideally, your strategy will check off all the criteria above—however, it’s more likely you’ll have to find a compromise. 

Here’s how to create a strategic plan using the alignment model and what kinds of companies can benefit from it.

Organizations that need to fine-tune their strategies

Businesses that want to uncover issues that prevent them from aligning with their mission

Companies that want to reassess objectives or correct problem areas that prevent them from growing

Outline your organization’s mission, programs, resources, and where support is needed. Before you can improve your statements and approaches, you need to define what exactly they are.

Identify what internal processes are working and which ones aren’t. Pinpoint which processes are causing problems, creating bottlenecks , or could otherwise use improving. Then prioritize which internal processes will have the biggest positive impact on your business.

Identify solutions. Work with the respective teams when you’re creating a new strategy to benefit from their experience and perspective on the current situation.

Update your strategic plan with the solutions. Update your strategic plan and monitor if implementing it is setting your business up for improvement or growth. If not, you may have to return to the drawing board and update your strategic plan with new solutions.

4. Scenario model

The scenario model works great if you combine it with other models like the basic or issue-based model. This model is particularly helpful if you need to consider external factors as well. These can be government regulations, technical, or demographic changes that may impact your business.

Organizations trying to identify strategic issues and goals caused by external factors

Identify external factors that influence your organization. For example, you should consider demographic, regulation, or environmental factors.

Review the worst case scenario the above factors could have on your organization. If you know what the worst case scenario for your business looks like, it’ll be much easier to prepare for it. Besides, it’ll take some of the pressure and surprise out of the mix, should a scenario similar to the one you create actually occur.

Identify and discuss two additional hypothetical organizational scenarios. On top of your worst case scenario, you’ll also want to define the best case and average case scenarios. Keep in mind that the worst case scenario from the previous step can often provoke strong motivation to change your organization for the better. However, discussing the other two will allow you to focus on the positive—the opportunities your business may have ahead.

Identify and suggest potential strategies or solutions. Everyone on the team should now brainstorm different ways your business could potentially respond to each of the three scenarios. Discuss the proposed strategies as a team afterward.

Uncover common considerations or strategies for your organization. There’s a good chance that your teammates come up with similar solutions. Decide which ones you like best as a team or create a new one together.

Identify the most likely scenario and the most reasonable strategy. Finally, examine which of the three scenarios is most likely to occur in the next three to five years and how your business should respond to potential changes.

5. Self-organizing model

Also called the organic planning model, the self-organizing model is a bit different from the linear approaches of the other models. You’ll have to be very patient with this method. 

This strategic planning model is all about focusing on the learning and growing process rather than achieving a specific goal. Since the organic model concentrates on continuous improvement , the process is never really over.

Large organizations that can afford to take their time

Businesses that prefer a more naturalistic, organic planning approach that revolves around common values, communication, and shared reflection

Companies that have a clear understanding of their vision

Define and communicate your organization’s cultural values . Your team can only think clearly and with solutions in mind when they have a clear understanding of your organization's values.

Communicate the planning group’s vision for the organization. Define and communicate the vision with everyone involved in the strategic planning process. This will align everyone’s ideas with your company’s vision.

Discuss what processes will help realize the organization’s vision on a regular basis. Meet every quarter to discuss strategies or tactics that will move your organization closer to realizing your vision.

6. Real-time model

This fluid model can help organizations that deal with rapid changes to their work environment. There are three levels of success in the real-time model: 

Organizational: At the organizational level, you’re forming strategies in response to opportunities or trends.

Programmatic: At the programmatic level, you have to decide how to respond to specific outcomes or environmental changes.

Operational: On the operational level, you will study internal systems, policies, and people to develop a strategy for your company.

Figuring out your competitive advantage can be difficult, but this is absolutely crucial to ensure success. Whether it’s a unique asset or strength your organization has or an outstanding execution of services or programs—it’s important that you can set yourself apart from others in the industry to succeed.

Companies that need to react quickly to changing environments

Businesses that are seeking new tools to help them align with their organizational strategy

Define your mission and vision statement. If you ever feel stuck formulating your company’s mission or vision statement, take a look at those of others. Maybe Asana’s vision statement sparks some inspiration.

Research, understand, and learn from competitor strategy and market trends. Pick a handful of competitors in your industry and find out how they’ve created success for themselves. How did they handle setbacks or challenges? What kinds of challenges did they even encounter? Are these common scenarios in the market? Learn from your competitors by finding out as much as you can about them.

Study external environments. At this point, you can combine the real-time model with the scenario model to find solutions to threats and opportunities outside of your control.

Conduct a SWOT analysis of your internal processes, systems, and resources. Besides the external factors your team has to consider, it’s also important to look at your company’s internal environment and how well you’re prepared for different scenarios.

Develop a strategy. Discuss the results of your SWOT analysis to develop a business strategy that builds toward organizational, programmatic, and operational success.

Rinse and repeat. Monitor how well the new strategy is working for your organization and repeat the planning process as needed to ensure you’re on top or, perhaps, ahead of the game. 

7. Inspirational model

This last strategic planning model is perfect to inspire and energize your team as they work toward your organization’s goals. It’s also a great way to introduce or reconnect your employees to your business strategy after a merger or acquisition.

Businesses with a dynamic and inspired start-up culture

Organizations looking for inspiration to reinvigorate the creative process

Companies looking for quick solutions and strategy shifts

Gather your team to discuss an inspirational vision for your organization. The more people you can gather for this process, the more input you will receive.

Brainstorm big, hairy audacious goals and ideas. Encouraging your team not to hold back with ideas that may seem ridiculous will do two things: for one, it will mitigate the fear of contributing bad ideas. But more importantly, it may lead to a genius idea or suggestion that your team wouldn’t have thought of if they felt like they had to think inside of the box.

Assess your organization’s resources. Find out if your company has the resources to implement your new ideas. If they don’t, you’ll have to either adjust your strategy or allocate more resources.

Develop a strategy balancing your resources and brainstorming ideas. Far-fetched ideas can grow into amazing opportunities but they can also bear great risk. Make sure to balance ideas with your strategic direction. 

Now, let’s dive into the most commonly used strategic frameworks.

8. SWOT analysis framework

One of the most popular strategic planning frameworks is the SWOT analysis . A SWOT analysis is a great first step in identifying areas of opportunity and risk—which can help you create a strategic plan that accounts for growth and prepares for threats.

SWOT stands for strengths, weaknesses, opportunities, and threats. Here’s an example:

[Inline illustration] SWOT analysis (Example)

9. OKRs framework

A big part of strategic planning is setting goals for your company. That’s where OKRs come into play. 

OKRs stand for objective and key results—this goal-setting framework helps your organization set and achieve goals. It provides a somewhat holistic approach that you can use to connect your team’s work to your organization’s big-picture goals.  When team members understand how their individual work contributes to the organization’s success, they tend to be more motivated and produce better results

10. Balanced scorecard (BSC) framework

The balanced scorecard is a popular strategic framework for businesses that want to take a more holistic approach rather than just focus on their financial performance. It was designed by David Norton and Robert Kaplan in the 1990s, it’s used by companies around the globe to: 

Communicate goals

Align their team’s daily work with their company’s strategy

Prioritize products, services, and projects

Monitor their progress toward their strategic goals

Your balanced scorecard will outline four main business perspectives:

Customers or clients , meaning their value, satisfaction, and/or retention

Financial , meaning your effectiveness in using resources and your financial performance

Internal process , meaning your business’s quality and efficiency

Organizational capacity , meaning your organizational culture, infrastructure and technology, and human resources

With the help of a strategy map, you can visualize and communicate how your company is creating value. A strategy map is a simple graphic that shows cause-and-effect connections between strategic objectives. 

The balanced scorecard framework is an amazing tool to use from outlining your mission, vision, and values all the way to implementing your strategic plan .

You can use an integration like Lucidchart to create strategy maps for your business in Asana.

11. Porter’s Five Forces framework

If you’re using the real-time strategic planning model, Porter’s Five Forces are a great framework to apply. You can use it to find out what your product’s or service’s competitive advantage is before entering the market.

Developed by Michael E. Porter , the framework outlines five forces you have to be aware of and monitor:

[Inline illustration] Porter’s Five Forces framework (Infographic)

Threat of new industry entrants: Any new entry into the market results in increased pressure on prices and costs. 

Competition in the industry: The more competitors that exist, the more difficult it will be for you to create value in the market with your product or service.

Bargaining power of suppliers: Suppliers can wield more power if there are less alternatives for buyers or it’s expensive, time consuming, or difficult to switch to a different supplier.

Bargaining power of buyers: Buyers can wield more power if the same product or service is available elsewhere with little to no difference in quality.

Threat of substitutes: If another company already covers the market’s needs, you’ll have to create a better product or service or make it available for a lower price at the same quality in order to compete.

Remember, industry structures aren’t static. The more dynamic your strategic plan is, the better you’ll be able to compete in a market.

12. VRIO framework

The VRIO framework is another strategic planning tool designed to help you evaluate your competitive advantage. VRIO stands for value, rarity, imitability, and organization.

It’s a resource-based theory developed by Jay Barney. With this framework, you can study your firmed resources and find out whether or not your company can transform them into sustained competitive advantages. 

Firmed resources can be tangible (e.g., cash, tools, inventory, etc.) or intangible (e.g., copyrights, trademarks, organizational culture, etc.). Whether these resources will actually help your business once you enter the market depends on four qualities:

Valuable : Will this resource either increase your revenue or decrease your costs and thereby create value for your business?

Rare : Are the resources you’re using rare or can others use your resources as well and therefore easily provide the same product or service?

Inimitable : Are your resources either inimitable or non-substitutable? In other words, how unique and complex are your resources?

Organizational: Are you organized enough to use your resources in a way that captures their value, rarity, and inimitability?

It’s important that your resources check all the boxes above so you can ensure that you have sustained competitive advantage over others in the industry.

13. Theory of Constraints (TOC) framework

If the reason you’re currently in a strategic planning process is because you’re trying to mitigate risks or uncover issues that could hurt your business—this framework should be in your toolkit.

The theory of constraints (TOC) is a problem-solving framework that can help you identify limiting factors or bottlenecks preventing your organization from hitting OKRs or KPIs . 

Whether it’s a policy, market, or recourse constraint—you can apply the theory of constraints to solve potential problems, respond to issues, and empower your team to improve their work with the resources they have.

14. PEST/PESTLE analysis framework

The idea of the PEST analysis is similar to that of the SWOT analysis except that you’re focusing on external factors and solutions. It’s a great framework to combine with the scenario-based strategic planning model as it helps you define external factors connected to your business’s success.

PEST stands for political, economic, sociological, and technological factors. Depending on your business model, you may want to expand this framework to include legal and environmental factors as well (PESTLE). These are the most common factors you can include in a PESTLE analysis:

Political: Taxes, trade tariffs, conflicts

Economic: Interest and inflation rate, economic growth patterns, unemployment rate

Social: Demographics, education, media, health

Technological: Communication, information technology, research and development, patents

Legal: Regulatory bodies, environmental regulations, consumer protection

Environmental: Climate, geographical location, environmental offsets

15. Hoshin Kanri framework

Hoshin Kanri is a great tool to communicate and implement strategic goals. It’s a planning system that involves the entire organization in the strategic planning process. The term is Japanese and stands for “compass management” and is also known as policy management. 

This strategic planning framework is a top-down approach that starts with your leadership team defining long-term goals which are then aligned and communicated with every team member in the company. 

You should hold regular meetings to monitor progress and update the timeline to ensure that every teammate’s contributions are aligned with the overarching company goals.

Stick to your strategic goals

Whether you’re a small business just starting out or a nonprofit organization with decades of experience, strategic planning is a crucial step in your journey to success. 

If you’re looking for a tool that can help you and your team define, organize, and implement your strategic goals, Asana is here to help. Our goal-setting software allows you to connect all of your team members in one place, visualize progress, and stay on target.

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Design Your Organization to Match Your Strategy

  • Ron Carucci
  • Jarrod Shappell

strategic planning in system analysis and design

Six strategies to ensure you’re crafting a strategy that your company can actually execute.

An organization is nothing more than a living embodiment of a strategy. That means its “organizational hardware” (i.e., structures, processes, technologies, and governance) and its “organizational software” (i.e., values, norms, culture, leadership, and employee skills and aspirations) must be designed exclusively in the service of a specific strategy. Research suggests that only 10% of organizations are successful at aligning their strategy with their organization design. Some of the problem is a gross misunderstanding of what the word “alignment” actually means in this context. When it comes to executing strategy, alignment means configuring all of the organization’s assets in the service of your stated strategy and making sure there is no confusion about what each part of the organization does to bring it to life. If you’re embarking on executing your company’s strategy, here are six ways to make sure your organization is designed to do it successfully.

Strategy execution is commonly fraught with failure . Having worked with hundreds of organizations, we’ve observed one consistent misstep when leaders attempt to translate strategy into results: the failure to align strategy with the organization’s design.

  • Ron Carucci is co-founder and managing partner at  Navalent , working with CEOs and executives pursuing transformational change. He is the bestselling author of eight books, including To Be Honest and Rising to Power . Connect with him on Linked In at  RonCarucci , and download his free “How Honest is My Team?” assessment.
  • Jarrod Shappell is a partner at Navalent who specializes in helping leaders effectively manage themselves by cultivate deeper leadership and relationship skills.  He has over 15 years of experience coaching leaders in start-up, non-profit, and Fortune 500 organizations.

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Design Strategy – A Guide to Tactical Thinking in Design

A strategic mindset helps designers develop a design strategy framework which contributes to improved client relationships and better user experiences, and aligns projects with business results.

Design Strategy – A Guide to Tactical Thinking in Design

By Jahan Hussain

Jahan creates value by employing his problem-solving skills along with a user-centered design process in his work.

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“ Ponder and deliberate before you make a move. ” ― Sun Tzu, The Art of War

Strategy plays an important, if not critical role in the success and outcome of goals and plans. This is true of business, life, career, and it’s foundational training for the military.

Design strategy is the term used to describe the nexus between corporate strategy and design thinking. Corporate strategy is the traditional method that businesses and other similar entities use to identify, plan, and achieve their long term objectives and goals. Design Thinking is a methodology that provides a solution-based approach to solving problems by engaging the end-users.

As in war and business, we need a way to put a strategy into effect, and that requires a methodology, a framework, a roadmap, and a way of thinking. In order to implement a design strategy, it requires a strategic thinking mindset .

The strategic design process is a more tactical approach with improved outcomes.

What Is Strategic Thinking?

People tend to confuse strategic thinking with strategic planning and vice versa. They are different.

Strategic planning involves gathering data and deciding on a path that the business or project will take to achieve its goals. Strategic thinking involves everyone at all levels of the organization/design team consistently finding and contributing to activities that add to the organization’s success.

To think strategically means to see, and understand the bigger picture of where a team or organization needs to go, and then take action. Everyone participates.

Here are a few key questions strategic thinkers ask themselves:

  • Where are we now?
  • Where do we want to be?
  • How will we get there?

A cornerstone of the strategic design process is strategic thinking

When we think strategically we focus more on problem-solving, develop clearer strategies, promote proactive behavior, and we develop a stronger bond with employees who feel more involved and empowered.

Absent of thinking strategically, we become stagnant. We lose focus of organizational outcomes and will not remain competitive. Planning, the lifeblood of positive outcomes, is best facilitated with strategic thinking.

Applying Strategic Thinking to a Design Strategy

It’s important for designers to develop a tactical thinking approach to working with internal stakeholders. By doing so, the designer gains a better understanding of business objectives, user goals, and is able to translate these needs into meaningful design strategies and solutions.

Strategy and design work together to create better experiences for the customer.

Strategic design encourages designers to look at the design process as a problem-solving mechanism, starting by identifying the problem and working with both the client and the team to solve that problem.

It’s a “connecting the dots” approach to implementing a design strategy.

How to Implement a Design Thinking Strategy

Creating and executing a strategy is both art and science. Much like design, a strategic mindset is practiced and improved upon over time. Here is a useful framework for implementing strategic thinking in design:

  • Assess - gain an understanding of the project in a holistic way, including an analysis of constraints, opportunities, and seeing the bigger picture through the lens of the business.
  • Understand - make sense of the project in terms of the design and business goals. Tie the project’s outcome back to business objectives and show key results that will help support those objectives.
  • Learn - formulate the elements of the strategy by planning tasks and milestones that directly support the core objectives. Ask a lot of strategic questions . For example: “Who are we designing this product for?”
  • Execute - act on the strategy and make sure the entire team is included. Strategic thinking works best in collaboration.
  • Check - as tasks are accomplished during the design process, it’s a good idea to reassess their effectiveness in achieving the goals and outcomes intended.

Strategic thinking, even in design, is a process that may seem a bit uncomfortable at first, but with a bit of persistence, it will create a stronger bond between the client and the design team, and show the value of design in an entirely new light.

Implementing a design strategy framework

The Benefits of Strategic Thinking in Design

What kinds of benefits are afforded for the designer who implements a tactical mindset?

  • Efficiency - when we apply a strategic mindset to design, projects are better aligned with customer needs and there will be fewer revisions, and less wasted time and effort on designs that simply don’t work.
  • Collaboration - strategic thinking helps the entire team aim for a common goal, which means working together, as opposed to developing a myopic view of the outcome and working separately.
  • Better relationships - it is likely that a design team leader will involve strategic thinking if the company or client shares the same mindset. The resulting design will be in closer alignment with business goals, and stronger relationships will be fostered as a result of strategic thinking’s cohesive nature.
  • Longevity - strategic thinking can foster a design strategy that will lead to additional projects, recommendations, and lasting friendships with business leaders.

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Design Strategy Examples

At first, the concept of strategic thinking will seem at odds with conventional practice. It might even seem that a better design strategy is to stick with the “tried and true” methodologies that have been always used. But strategic thinking in design can be implemented without having to sacrifice what is comfortable.

Here’s an example:

A client approaches a designer saying that they need a new landing page because the current one is outdated and it isn’t helping drive leads. The client uses phrases like “we need something fresh” and “it needs to be clean and modern.”

The lead designer agrees to do a refresh. The project moves forward starting with a standard questionnaire for the client to fill out. Once the form comes back, user research is begun (competitive analysis, etc.), and the team proceeds with the project.

The design team performs the standard “back-and-forth” style of designing, making numerous iterative changes until they reach something that is acceptable to the client.

But what happens when the design team uses strategic thinking to approach the same project?

The lead designer works with the team to assess what the client has asked for, addresses any current constraints they may have (time, schedule, staff, etc.), and decides to move forward with the project.

Instead of sending out the standard questionnaire, the team works collaboratively with the client . They ask more purposeful questions such as, “Why do you need a new website?” and, “What percentage of sales come through the website?”, “What kind of increase in sales do you hope to see after the redesign?”

From this discussion, they identify and agree on a specific set of tasks that will accomplish the client’s business objectives. They also agree on how to measure the results.

The project begins with a focus on the tasks and objectives that will determine a successful set of outcomes. Each step in the design process is done with a mindful eye on these objectives.

Implementing a strategic design process

By creating a design strategy based on a tactical approach we become more like consultants , working with the client to find the problem that needs to be solved. Instead of approaching the design process thinking only about deliverables, the strategic designer thinks about business objectives and outcomes (both theirs and the client’s).

Understanding the client’s real problem, and approaching it in a pragmatic, tactical way will, without doubt, deliver an exceptional set of results.

Improving Strategic Thinking In Design

Strategic thinking improves with practice. Here are a few tips to stay sharp and polished:

Observe - Observe business goals and look for trends around those goals. Practice seeing the bigger picture and why it’s important to the client. Pay attention to issues that are raised throughout the design process and communicate these with everyone on the team.

Ask Thoughtful Questions - questions are the language of strategy. As a strategically thinking designer, ask more questions and listen more often. Become curious and ask thoughtful questions of the client, the team, and the process. Dig deep and deviate from “the script.”

Sound Strategic - a great tip is to begin structuring verbal and written communication in a way that keeps the team focused on the core objectives and results.

Focus on Issues - we are all masters of multitasking. We attend every meeting and we try to be present for every event. A better idea is to plan time accordingly and focus on issues, not people. Do we need to be at that meeting? Instead, perhaps we could focus on the goals and tasks at hand and make sure we are executing.

Executing a successful graphic design strategy requires a strategic thinking mindset—a mindset that affords us the ability to focus more on problem-solving, execution, and better alignment with business goals.

Further Reading on the Toptal Blog:

  • Effective Communication Strategies for Designers
  • What Is Strategic Design Thinking and How Can It Empower Designers?
  • Stay Cool: How to Take Design Feedback Strategically
  • Breaking Down the Design Thinking Process
  • Advance Your Organization’s UX Maturity With User Personas
  • The Value of Design Thinking in Business

Understanding the basics

How do you create a design strategy.

A design strategy is created by understanding the business needs of the customer and aligning the design and design process around those business needs. Each step of the design process should map to the goals and outcomes of the business problem that needs to be solved.

What does a design strategist do?

A design strategist is responsible for understanding the business problems a customer is facing and then aligning the design process to be in lockstep with the objectives set in order to solve the business problem at hand.

What is design strategy in UX?

Design strategy in UX is understanding the business problems and needs of the customer and making sure the user experience design aligns with the objectives of the problem. This involves careful attention to heuristics and visual design as well as UI design.

What is a design strategy?

Design strategy is the term used to describe the nexus between corporate strategy and design thinking. Corporate strategy is the traditional method that businesses and other similar entities used to identify, plan, and achieve their long term objectives and goals.

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Harvard Business Review

How to Design a Strategic Planning System

By: Peter Lorange, Richard F. Vancil

A strategic planning system is a structured process that organizes and coordinates the activities of managers who plan. A strategic planning system develops an integrated, coordinated, and consistent…

  • Length: 7 page(s)
  • Publication Date: Sep 1, 1976
  • Discipline: Strategy
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A strategic planning system is a structured process that organizes and coordinates the activities of managers who plan. A strategic planning system develops an integrated, coordinated, and consistent long-term plan of action, and facilitates adaptation of the corporation to environmental change. The following six issues influence development of a strategic planning system: communication of corporate performance goals, the goal-setting process, environmental scanning, subordinate managers' forces, the corporate planner's role, and the linkage of planning and budgeting.

Sep 1, 1976

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strategic planning in system analysis and design

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The strategic planning process in 4 steps, to help you throughout our strategic planning framework, we have created a how-to guide on the basics of a strategic plan, which we will take you through step-by-step..

Free Strategic Planning Guide

What is Strategic Planning?

Strategic Planning is when organizations define a bold vision and create a plan with objectives and goals to reach that future. A great strategic plan defines where your organization is going, how you’ll win, who must do what, and how you’ll review and adapt your strategy development.

What

Overview of the Strategic Planning Process:

The strategic management process involves taking your organization on a journey from point A (where you are today) to point B (your vision of the future).

Part of that journey is the strategy built during strategic planning, and part of it is execution during the strategic management process. A good strategic plan dictates “how” you travel the selected road.

Effective execution ensures you are reviewing, refreshing, and recalibrating your strategy to reach your destination. The planning process should take no longer than 90 days. But, move at a pace that works best for you and your team and leverage this as a resource.

To kick this process off, we recommend 1-2 weeks (1-hour meeting with the Owner/CEO, Strategy Director, and Facilitator (if necessary) to discuss the information collected and direction for continued planning.)

Strategic Planning Guide and Process

Questions to Ask:

  • Who is on your Planning Team? What senior leadership members and key stakeholders are included? Checkout these links you need help finding a strategic planning consultant , someone to facilitate strategic planning , or expert AI strategy consulting .
  • Who will be the business process owner (Strategy Director) of planning in your organization?
  • Fast forward 12 months from now, what do you want to see differently in your organization as a result of your strategic plan and implementation?
  • Planning team members are informed of their roles and responsibilities.
  • A strategic planning schedule is established.
  • Existing planning information and secondary data collected.

Action Grid:

What

Step 1: Determine Organizational Readiness

Set up your plan for success – questions to ask:

  • Are the conditions and criteria for successful planning in place at the current time? Can certain pitfalls be avoided?
  • Is this the appropriate time for your organization to initiate a planning process? Yes or no? If no, where do you go from here?

Step 2: Develop Your Team & Schedule

Who is going to be on your planning team? You need to choose someone to oversee the strategy implementation (Chief Strategy Officer or Strategy Director) and strategic management of your plan? You need some of the key individuals and decision makers for this team. It should be a small group of approximately 12-15 people.

OnStrategy is the leader in strategic planning and performance management. Our cloud-based software and hands-on services closes the gap between strategy and execution. Learn more about OnStrategy here .

Step 3: Collect Current Data

All strategic plans are developed using the following information:

  • The last strategic plan, even if it is not current
  • Mission statement, vision statement, values statement
  • Past or current Business plan
  • Financial records for the last few years
  • Marketing plan
  • Other information, such as last year’s SWOT, sales figures and projections

Step 4: Review Collected Data

Review the data collected in the last action with your strategy director and facilitator.

  • What trends do you see?
  • Are there areas of obvious weakness or strengths?
  • Have you been following a plan or have you just been going along with the market?

Conclusion: A successful strategic plan must be adaptable to changing conditions. Organizations benefit from having a flexible plan that can evolve, as assumptions and goals may need adjustments. Preparing to adapt or restart the planning process is crucial, so we recommend updating actions quarterly and refreshing your plan annually.

Strategic Planning Pyramid

Strategic Planning Phase 1: Determine Your Strategic Position

Want more? Dive into the “ Evaluate Your Strategic Position ” How-To Guide.

Action Grid

Step 1: identify strategic issues.

Strategic issues are critical unknowns driving you to embark on a robust strategic planning process. These issues can be problems, opportunities, market shifts, or anything else that keeps you awake at night and begging for a solution or decision. The best strategic plans address your strategic issues head-on.

  • How will we grow, stabilize, or retrench in order to sustain our organization into the future?
  • How will we diversify our revenue to reduce our dependence on a major customer?
  • What must we do to improve our cost structure and stay competitive?
  • How and where must we innovate our products and services?

Step 2: Conduct an Environmental Scan

Conducting an environmental scan will help you understand your operating environment. An environmental scan is called a PEST analysis, an acronym for Political, Economic, Social, and Technological trends. Sometimes, it is helpful to include Ecological and Legal trends as well. All of these trends play a part in determining the overall business environment.

Step 3: Conduct a Competitive Analysis

The reason to do a competitive analysis is to assess the opportunities and threats that may occur from those organizations competing for the same business you are. You need to understand what your competitors are or aren’t offering your potential customers. Here are a few other key ways a competitive analysis fits into strategic planning:

  • To help you assess whether your competitive advantage is really an advantage.
  • To understand what your competitors’ current and future strategies are so you can plan accordingly.
  • To provide information that will help you evaluate your strategic decisions against what your competitors may or may not be doing.

Learn more on how to conduct a competitive analysis here .

Step 4: Identify Opportunities and Threats

Opportunities are situations that exist but must be acted on if the business is to benefit from them.

What do you want to capitalize on?

  • What new needs of customers could you meet?
  • What are the economic trends that benefit you?
  • What are the emerging political and social opportunities?
  • What niches have your competitors missed?

Threats refer to external conditions or barriers preventing a company from reaching its objectives.

What do you need to mitigate? What external driving force do you need to anticipate?

Questions to Answer:

  • What are the negative economic trends?
  • What are the negative political and social trends?
  • Where are competitors about to bite you?
  • Where are you vulnerable?

Step 5: Identify Strengths and Weaknesses

Strengths refer to what your company does well.

What do you want to build on?

  • What do you do well (in sales, marketing, operations, management)?
  • What are your core competencies?
  • What differentiates you from your competitors?
  • Why do your customers buy from you?

Weaknesses refer to any limitations a company faces in developing or implementing a strategy.

What do you need to shore up?

  • Where do you lack resources?
  • What can you do better?
  • Where are you losing money?
  • In what areas do your competitors have an edge?

Step 6: Customer Segments

What

Customer segmentation defines the different groups of people or organizations a company aims to reach or serve.

  • What needs or wants define your ideal customer?
  • What characteristics describe your typical customer?
  • Can you sort your customers into different profiles using their needs, wants and characteristics?
  • Can you reach this segment through clear communication channels?

Step 7: Develop Your SWOT

What

A SWOT analysis is a quick way of examining your organization by looking at the internal strengths and weaknesses in relation to the external opportunities and threats. Creating a SWOT analysis lets you see all the important factors affecting your organization together in one place.

It’s easy to read, easy to communicate, and easy to create. Take the Strengths, Weaknesses, Opportunities, and Threats you developed earlier, review, prioritize, and combine like terms. The SWOT analysis helps you ask and answer the following questions: “How do you….”

  • Build on your strengths
  • Shore up your weaknesses
  • Capitalize on your opportunities
  • Manage your threats

What

Strategic Planning Process Phase 2: Developing Strategy

Want More? Deep Dive Into the “Developing Your Strategy” How-To Guide.

Step 1: Develop Your Mission Statement

The mission statement describes an organization’s purpose or reason for existing.

What is our purpose? Why do we exist? What do we do?

  • What are your organization’s goals? What does your organization intend to accomplish?
  • Why do you work here? Why is it special to work here?
  • What would happen if we were not here?

Outcome: A short, concise, concrete statement that clearly defines the scope of the organization.

Step 2: discover your values.

Your values statement clarifies what your organization stands for, believes in and the behaviors you expect to see as a result. Check our the post on great what are core values and examples of core values .

How will we behave?

  • What are the key non-negotiables that are critical to the company’s success?
  • What guiding principles are core to how we operate in this organization?
  • What behaviors do you expect to see?
  • If the circumstances changed and penalized us for holding this core value, would we still keep it?

Outcome: Short list of 5-7 core values.

Step 3: casting your vision statement.

What

A Vision Statement defines your desired future state and directs where we are going as an organization.

Where are we going?

  • What will our organization look like 5–10 years from now?
  • What does success look like?
  • What are we aspiring to achieve?
  • What mountain are you climbing and why?

Outcome: A picture of the future.

Step 4: identify your competitive advantages.

How to Identify Competitive Advantages

A competitive advantage is a characteristic of an organization that allows it to meet its customer’s need(s) better than its competition can. It’s important to consider your competitive advantages when creating your competitive strategy.

What are we best at?

  • What are your unique strengths?
  • What are you best at in your market?
  • Do your customers still value what is being delivered? Ask them.
  • How do your value propositions stack up in the marketplace?

Outcome: A list of 2 or 3 items that honestly express the organization’s foundation for winning.

Step 5: crafting your organization-wide strategies.

What

Your competitive strategy is the general methods you intend to use to reach your vision. Regardless of the level, a strategy answers the question “how.”

How will we succeed?

  • Broad: market scope; a relatively wide market emphasis.
  • Narrow: limited to only one or few segments in the market
  • Does your competitive position focus on lowest total cost or product/service differentiation or both?

Outcome: Establish the general, umbrella methods you intend to use to reach your vision.

What

Phase 3: Strategic Plan Development

Want More? Deep Dive Into the “Build Your Plan” How-To Guide.

Strategic Planning Process Step 1: Use Your SWOT to Set Priorities

If your team wants to take the next step in the SWOT analysis, apply the TOWS Strategic Alternatives Matrix to your strategy map to help you think about the options you could pursue. To do this, match external opportunities and threats with your internal strengths and weaknesses, as illustrated in the matrix below:

TOWS Strategic Alternatives Matrix

Evaluate the options you’ve generated, and identify the ones that give the greatest benefit, and that best achieve the mission and vision of your organization. Add these to the other strategic options that you’re considering.

Step 2: Define Long-Term Strategic Objectives

Long-Term Strategic Objectives are long-term, broad, continuous statements that holistically address all areas of your organization. What must we focus on to achieve our vision? Check out examples of strategic objectives here. What are the “big rocks”?

Questions to ask:

  • What are our shareholders or stakeholders expectations for our financial performance or social outcomes?
  • To reach our outcomes, what value must we provide to our customers? What is our value proposition?
  • To provide value, what process must we excel at to deliver our products and services?
  • To drive our processes, what skills, capabilities and organizational structure must we have?

Outcome: Framework for your plan – no more than 6. You can use the balanced scorecard framework, OKRs, or whatever methodology works best for you. Just don’t exceed 6 long-term objectives.

Strategy Map

Step 3: Setting Organization-Wide Goals and Measures

What

Once you have formulated your strategic objectives, you should translate them into goals and measures that can be communicated to your strategic planning team (team of business leaders and/or team members).

You want to set goals that convert the strategic objectives into specific performance targets. Effective strategic goals clearly state what, when, how, and who, and they are specifically measurable. They should address what you must do in the short term (think 1-3 years) to achieve your strategic objectives.

Organization-wide goals are annual statements that are SMART – specific, measurable, attainable, responsible, and time-bound. These are outcome statements expressing a result to achieve the desired outcomes expected in the organization.

What is most important right now to reach our long-term objectives?

Outcome: clear outcomes for the current year..

Strategic Planning Outcomes Table

Step 4: Select KPIs

What

Key Performance Indicators (KPI) are the key measures that will have the most impact in moving your organization forward. We recommend you guide your organization with measures that matter. See examples of KPIs here.

How will we measure our success?

Outcome: 5-7 measures that help you keep the pulse on your performance. When selecting your Key Performance Indicators (KPIs), ask, “What are the key performance measures we need to track to monitor if we are achieving our goals?” These KPIs include the key goals you want to measure that will have the most impact on moving your organization forward.

Step 5: Cascade Your Strategies to Operations

NPS Step #5

To move from big ideas to action, creating action items and to-dos for short-term goals is crucial. This involves translating strategy from the organizational level to individuals. Functional area managers and contributors play a role in developing short-term goals to support the organization.

Before taking action, decide whether to create plans directly derived from the strategic plan or sync existing operational, business, or account plans with organizational goals. Avoid the pitfall of managing multiple sets of goals and actions, as this shifts from strategic planning to annual planning.

Questions to Ask

  • How are we going to get there at a functional level?
  • Who must do what by when to accomplish and drive the organizational goals?
  • What strategic questions still remain and need to be solved?

Department/functional goals, actions, measures and targets for the next 12-24 months

Step 6: Cascading Goals to Departments and Team Members

Now in your Departments / Teams, you need to create goals to support the organization-wide goals. These goals should still be SMART and are generally (short-term) something to be done in the next 12-18 months. Finally, you should develop an action plan for each goal.

Keep the acronym SMART in mind again when setting action items, and make sure they include start and end dates and have someone assigned their responsibility. Since these action items support your previously established goals, it may be helpful to consider action items your immediate plans on the way to achieving your (short-term) goals. In other words, identify all the actions that need to occur in the next 90 days and continue this same process every 90 days until the goal is achieved.

Examples of Cascading Goals:

What

Phase 4: Executing Strategy and Managing Performance

Want more? Dive Into the “Managing Performance” How-To Guide.

Step 1: Strategic Plan Implementation Schedule

Implementation is the process that turns strategies and plans into actions in order to accomplish strategic objectives and goals.

How will we use the plan as a management tool?

  • Communication Schedule: How and when will you roll-out your plan to your staff? How frequently will you send out updates?
  • Process Leader: Who is your strategy director?
  • Structure: What are the dates for your strategy reviews (we recommend at least quarterly)?
  • System & Reports: What are you expecting each staff member to come prepared with to those strategy review sessions?

Outcome: Syncing your plan into the “rhythm of your business.”

Once your resources are in place, you can set your implementation schedule. Use the following steps as your base implementation plan:

  • Establish your performance management and reward system.
  • Set up monthly and quarterly strategy meetings with established reporting procedures.
  • Set up annual strategic review dates including new assessments and a large group meeting for an annual plan review.

Now you’re ready to start plan roll-out. Below are sample implementation schedules, which double for a full strategic management process timeline.

Strategic Planning Calendar

Step 2: Tracking Goals & Actions

Monthly strategy meetings don’t need to take a lot of time – 30 to 60 minutes should suffice. But it is important that key team members report on their progress toward the goals they are responsible for – including reporting on metrics in the scorecard they have been assigned.

By using the measurements already established, it’s easy to make course corrections if necessary. You should also commit to reviewing your Key Performance Indicators (KPIs) during these regular meetings. Need help comparing strategic planning software ? Check out our guide.

Effective Strategic Planning: Your Bi-Annual Checklist

What

Never lose sight of the fact that strategic plans are guidelines, not rules. Every six months or so, you should evaluate your strategy execution and strategic plan implementation by asking these key questions:

  • Will your goals be achieved within the time frame of the plan? If not, why?
  • Should the deadlines be modified? (Before you modify deadlines, figure out why you’re behind schedule.)
  • Are your goals and action items still realistic?
  • Should the organization’s focus be changed to put more emphasis on achieving your goals?
  • Should your goals be changed? (Be careful about making these changes – know why efforts aren’t achieving the goals before changing the goals.)
  • What can be gathered from an adaptation to improve future planning activities?

Why Track Your Goals?

  • Ownership: Having a stake and responsibility in the plan makes you feel part of it and leads you to drive your goals forward.
  • Culture: Successful plans tie tracking and updating goals into organizational culture.
  • Implementation: If you don’t review and update your strategic goals, they are just good intentions
  • Accountability: Accountability and high visibility help drive change. This means that each measure, objective, data source and initiative must have an owner.
  • Empowerment: Changing goals from In Progress to Complete just feels good!

Step 3: Review & Adapt

Guidelines for your strategy review.

The most important part of this meeting is a 70/30 review. 30% is about reviewing performance, and 70% should be spent on making decisions to move the company’s strategy forward in the next quarter.

The best strategic planners spend about 60-90 minutes in the sessions. Holding meetings helps focus your goals on accomplishing top priorities and accelerating the organization’s growth. Although the meeting structure is relatively simple, it does require a high degree of discipline.

Strategy Review Session Questions:

Strategic planning frequently asked questions, read our frequently asked questions about strategic planning to learn how to build a great strategic plan..

Strategic planning is when organizations define a bold vision and create a plan with objectives and goals to reach that future. A great strategic plan defines where your organization is going, how you’ll win, who must do what, and how you’ll review and adapt your strategy..

Your strategic plan needs to include an assessment of your current state, a SWOT analysis, mission, vision, values, competitive advantages, growth strategy, growth enablers, a 3-year roadmap, and annual plan with strategic goals, OKRs, and KPIs.

A strategic planning process should take no longer than 90 days to complete from start to finish! Any longer could fatigue your organization and team.

There are four overarching phases to the strategic planning process that include: determining position, developing your strategy, building your plan, and managing performance. Each phase plays a unique but distinctly crucial role in the strategic planning process.

Prior to starting your strategic plan, you must go through this pre-planning process to determine your organization’s readiness by following these steps:

Ask yourself these questions: Are the conditions and criteria for successful planning in place now? Can we foresee any pitfalls that we can avoid? Is there an appropriate time for our organization to initiate this process?

Develop your team and schedule. Who will oversee the implementation as Chief Strategy Officer or Director? Do we have at least 12-15 other key individuals on our team?

Research and Collect Current Data. Find the following resources that your organization may have used in the past to assist you with your new plan: last strategic plan, mission, vision, and values statement, business plan, financial records, marketing plan, SWOT, sales figures, or projections.

Finally, review the data with your strategy director and facilitator and ask these questions: What trends do we see? Any obvious strengths or weaknesses? Have we been following a plan or just going along with the market?

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strategic planning in system analysis and design

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How to transform your strategic planning with design thinking.

We’ve talked before on this blog about signs that your company should rethink its strategy. Today’s post is about how to build a strategic plan more suited to your company’s priorities. That’s where Design Thinking comes in.

In our previous post, we showed 3 signs that your company needs to rethink its strategic planning . Among other factors, we discussed leadership training, collaboration and focus on people as fundamental to make planning more aligned with your organization’s reality. That’s where Design Thinking comes in.

The design thinker perceives everything around them as an opportunity to create solutions to users’ problems, whether they are senior executives or residents of a fishing community. So, they initially adopt an observant and impartial position, which enables them to deeply understand the bottlenecks, acquire a greater understanding of the problem, and seek solutions.

Why plan with Design Thinking?

In the article Five Steps to a Strategic Plan , Forbes makes it clear that it is essential to have strategic planning before applying any changes within a company. It is necessary to consider the use of time, money and human resources. In order to do so, you need to first determine where you are, what is your focus, what you want to achieve and what is the strategy to get there .

Considering that planning guides the company’s actions, allowing it to achieve its goals in an organized way, the key leaders must help strengthen ideas and intentions. However, it is well-known that the actions related in this plan will directly impact the daily activities of the organization as a whole, which in turn would affect employees.

Thus, instead of creating a strategic plan that is distant from the reality of employees, Design Thinking’s provocative and collaborative approach allows you to bring together multidisciplinary teams with different points of view to build “feasible solutions” for possible challenges, engaging diverse elements of the team.

This is the edge that Design Thinking has over other methodologies: it allows you to open up ways for business strategies to be implemented or modified by understanding the systems in a complex and co-creative way.

→ Content you may like: Design System: creating design patterns for decision making

The Stages of Design Thinking Applied to Strategic Planning

By applying Immersion, Analysis, Ideation, Prototyping and Implementation, it is possible to understand the context, analyze it, generate ideas and test them, observing their impact before implementing them.

With DT, we can study the web that composes the effectiveness of planning, aligning the company’s major goals with the wishes of its employees and existing knowledge. This allows you to motivate and stimulate commitment of all parties involved in the execution of the strategy, as well as generate interactions between sectors. So, it is possible to achieve a structured result that has a higher chance of being effective.

When implementing strategic innovation planning, for example, it is possible to delineate a secure and goal-oriented way to achieve your company’s real objectives, as well as contemplate the various aspects of the complexity surrounding the organizational ecosystem.

Here is how the Design Thinking stages can be helpful in this context.

Immersion: identifying the problems that need to be solved

Do you remember the questions we asked in the last post? Let’s do a quick recap:

  • What is my company’s current situation?
  • Where do we want to go?
  • How can we get there?
  • Who is involved in this process?
  • How is the market in which my company is inserted?
  • How can we measure results in the middle of the process?

The Immersion stage is dedicated to collecting information to answer these and other questions. It serves to investigate the context through a research plan, which includes protocols of primary research that help map the scenarios to be studied. The information collected during the Immersion is raised through semi-structured interviews, which help survey the profiles of employees, their divisions and areas of support, as well as other stakeholders involved in the process.

Analysis and Ideation with DT tools

After the Immersion, the problems are exposed and it is necessary to organize the results from gathering this information as clearly as possible to analyze them.

In order to do so, the project team uses visual tools , such as frameworks on the areas’ field of action (objective, mindset and strategic vision), visualization of the current workflow of the department(s) and the maps of interaction between the areas that subdivide it. These visualizations are treated as inputs for ideas and as guiding criteria for the elaboration of the Ideation phase.

From this framed view of the problem, ideas are generated creatively rather than restrictively. At this moment, collaboration is one of the most important aspects to be stimulated and can occur through co-creation workshops with multidisciplinary groups .

Prototyping: tests and feedback of ideas

The initial prototyping is a low-cost materialization that will illustrate the idea generated so that it can be presented to other people. It can be done at any stage of the project and serves to iterate solutions, allowing you to adjust them as needed. By doing this, managers can filter the projects that best fit the strategic objectives defined in the planning stage, selecting a winner or combining relevant parts of the projects.

The implementation is a consequence of this cycle:

Research and analysis → Generation of ideas in co-creative workshops → Prototyping and testing

This nonlinear cycle can be repeated as many times as necessary to gain an understanding of the context. With this well-structured process, it is possible to generate a broad engagement among everyone involved. In addition, sometimes simple and cheap ideas improve structural problems and the full productivity of one or more teams. Notice that this continuous improvement cycle converges to empower prototyping and validation , two essencial roles of Design Thinking. However, the implementation needs to be monitored and change management should be considered .

In the next planning cycle, those involved will be able to evaluate and generate incremental improvements to their projects, gradually internalizing a proactive attitude and an innovation culture for each activity performed.

Next Step: Planning Execution

As for the results of the final version of planning, it is necessary to create means to constantly maintain and check the micro and macro objectives, and the assertiveness of the tools used. It is necessary for the management system to take moments to periodically carry out evaluations.

After each cycle of strategic planning and checking, teams increasingly understand their key role in the delivery of business results: this is an intangible gain which is very relevant and often not valued.

Discover what is the most relevant to your company right now, and use Design Thinking features to rearrange your priorities. Download our free e-book  Strategic Repositioning   and learn how to better respond to emerging business challenges.

strategic planning in system analysis and design

Reframing in Design Thinking: an iterative tool to get the right answers

A piece of advice from stanford: “we have to celebrate failure”, product design: why design thinking is the best product discovery methodology.

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Enterprise Integration and Modeling: The Metadatabase Approach pp 23–42 Cite as

Systems Analysis and Design

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The strategic planning of IT for enterprise modeling (discussed in chapter 1) needs to be followed by systems analysis and design. Therefore, some common methods and techniques for information requirements analysis and database and knowledgebase design are discussed in this chapter. It also provides basic background to the information management technology that enterprise integration and modeling utilizes. The particular approach of metadatabase modeling is overviewed at the end of the chapter, and presented in detail in the next two chapters.

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Why Is Strategic Planning Important?

Above view of team creating a strategic plan

  • 06 Oct 2020

Do you know what your organization’s strategy is? How much time do you dedicate to developing that strategy each month?

If your answers are on the low side, you’re not alone. According to research from Bridges Business Consultancy , 48 percent of leaders spend less than one day per month discussing strategy.

It’s no wonder, then, that 48 percent of all organizations fail to meet at least half of their strategic targets. Before an organization can reap the rewards of its business strategy, planning must take place to ensure its strategy remains agile and executable .

Here’s a look at what strategic planning is and how it can benefit your organization.

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What Is Strategic Planning?

Strategic planning is the ongoing organizational process of using available knowledge to document a business's intended direction. This process is used to prioritize efforts, effectively allocate resources, align shareholders and employees on the organization’s goals, and ensure those goals are backed by data and sound reasoning.

It’s important to highlight that strategic planning is an ongoing process—not a one-time meeting. In the online course Disruptive Strategy , Harvard Business School Professor Clayton Christensen notes that in a study of HBS graduates who started businesses, 93 percent of those with successful strategies evolved and pivoted away from their original strategic plans.

“Most people think of strategy as an event, but that’s not the way the world works,” Christensen says. “When we run into unanticipated opportunities and threats, we have to respond. Sometimes we respond successfully; sometimes we don’t. But most strategies develop through this process. More often than not, the strategy that leads to success emerges through a process that’s at work 24/7 in almost every industry.”

Strategic planning requires time, effort, and continual reassessment. Given the proper attention, it can set your business on the right track. Here are three benefits of strategic planning.

Related: 4 Ways to Develop Your Strategic Thinking Skills

Benefits of Strategic Planning

1. create one, forward-focused vision.

Strategy touches every employee and serves as an actionable way to reach your company’s goals.

One significant benefit of strategic planning is that it creates a single, forward-focused vision that can align your company and its shareholders. By making everyone aware of your company’s goals, how and why those goals were chosen, and what they can do to help reach them, you can create an increased sense of responsibility throughout your organization.

This can also have trickle-down effects. For instance, if a manager isn’t clear on your organization’s strategy or the reasoning used to craft it, they could make decisions on a team level that counteract its efforts. With one vision to unite around, everyone at your organization can act with a broader strategy in mind.

2. Draw Attention to Biases and Flaws in Reasoning

The decisions you make come with inherent bias. Taking part in the strategic planning process forces you to examine and explain why you’re making each decision and back it up with data, projections, or case studies, thus combatting your cognitive biases.

A few examples of cognitive biases are:

  • The recency effect: The tendency to select the option presented most recently because it’s fresh in your mind
  • Occam’s razor bias: The tendency to assume the most obvious decision to be the best decision
  • Inertia bias: The tendency to select options that allow you to think, feel, and act in familiar ways

One cognitive bias that may be more difficult to catch in the act is confirmation bias . When seeking to validate a particular viewpoint, it's the tendency to only pay attention to information that supports that viewpoint.

If you’re crafting a strategic plan for your organization and know which strategy you prefer, enlist others with differing views and opinions to help look for information that either proves or disproves the idea.

Combating biases in strategic decision-making requires effort and dedication from your entire team, and it can make your organization’s strategy that much stronger.

Related: 3 Group Decision-Making Techniques for Success

3. Track Progress Based on Strategic Goals

Having a strategic plan in place can enable you to track progress toward goals. When each department and team understands your company’s larger strategy, their progress can directly impact its success, creating a top-down approach to tracking key performance indicators (KPIs) .

By planning your company’s strategy and defining its goals, KPIs can be determined at the organizational level. These goals can then be extended to business units, departments, teams, and individuals. This ensures that every level of your organization is aligned and can positively impact your business’s KPIs and performance.

It’s important to remember that even though your strategy might be far-reaching and structured, it must remain agile. As Christensen asserts in Disruptive Strategy , a business’s strategy needs to evolve with the challenges and opportunities it encounters. Be prepared to pivot your KPIs as goals shift and communicate the reasons for change to your organization.

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Improve Your Strategic Planning Skills

Strategic planning can benefit your organization’s vision, execution, and progress toward goals. If strategic planning is a skill you’d like to improve, online courses can provide the knowledge and techniques needed to lead your team and organization.

Strategy courses can range from primers on key concepts (such as Economics for Managers ), to deep-dives on strategy frameworks (such as Disruptive Strategy ), to coursework designed to help you strategize for a specific organizational goal (such as Sustainable Business Strategy ).

Learning how to craft an effective, compelling strategic plan can enable you to not only invest in your career but provide lasting value to your organization.

Do you want to formulate winning strategies for your organization? Explore our portfolio of online strategy courses and download the free flowchart to determine which is the best fit for you and your goals.

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Strategic Management & Strategic Planning Process

strategic planning in system analysis and design

Strategic management process is a method by which managers conceive of and implement a strategy that can lead to a sustainable competitive advantage. [1 ]

Strategic planning process is a systematic or emerged way of performing strategic planning in the organization through initial assessment, thorough analysis, strategy formulation, its implementation and evaluation.

What is strategic planning process?

The process of strategic management lists what steps the managers should take to create a complete strategy and how to implement that strategy successfully in the company. It might comprise from 7 to nearly 30 steps [4] and tends to be more formal in well-established organizations.

The ways that strategies are created and realized differ. Thus, there are many different models of the process. The models vary between companies depending upon:

  • Organization’s culture.
  • Leadership style.
  • The experience the firm has in creating successful strategies.

All the examples of the process in this article represent top-down approach and belong to the ‘design school’.

Components of strategic planning process

There are many components of the process which are spread throughout strategic planning stages. Most often, the strategic planning process has 4 common phases: strategic analysis, strategy formulation, implementation and monitoring (David [5] , Johnson, Scholes & Whittington [6] , Rothaermel [1] , Thompson and Martin [2] ). For clearer understanding, this article represents 5 stages of strategic planning process:

Initial Assessment

Situation analysis.

  • Strategy Formulation
  • Strategy Implementation

Strategy Monitoring

Components: Vision statement & Mission statement Tools used: Creating a Vision and Mission statements.

The starting point of the process is initial assessment of the firm. At this phase managers must clearly identify the company’s vision and mission statements.

Business’ vision answers the question: What does an organization want to become? Without visualizing the company’s future, managers wouldn’t know where they want to go and what they have to achieve. Vision is the ultimate goal for the firm and the direction for its employees.

In addition, mission describes company’s business. It informs organization’s stakeholders about the products, customers, markets, values, concern for public image and employees of the organization (David, p. 93) [5] . Thorough mission statement acts as guidance for managers in making appropriate (Rothaermel, p. 34) [1] daily decisions.

Components: Internal environment analysis, External environment analysis and Competitor analysis Tools used: PEST , SWOT , Core Competencies, Critical Success Factors, Unique Selling Proposition, Porter’s 5 Forces , Competitor Profile Matrix , External Factor Evaluation Matrix , Internal Factor Evaluation Matrix, Benchmarking , Financial Ratios, Scenarios Forecasting, Market Segmentation, Value Chain Analysis , VRIO Framework

When the company identifies its vision and mission it must assess its current situation in the market. This includes evaluating an organization’s external and internal environments and analyzing its competitors.

During an external environment analysis managers look into the key external forces: macro & micro environments and competition. PEST or PESTEL frameworks represent all the macro environment factors that influence the organization in the global environment. Micro environment affects the company in its industry. It is analyzed using Porter’s 5 Forces Framework.

Competition is another uncontrollable external force that influences the company. A good example of this was when Apple released its IPod and shook the mp3 players industry, including its leading performer Sony. Firms assess their competitors using competitors profile matrix and benchmarking to evaluate their strengths, weaknesses and level of performance.

Internal analysis includes the assessment of the company’s resources, core competencies and activities. An organization holds both tangible resources: capital, land, equipment, and intangible resources: culture, brand equity, knowledge, patents, copyrights and trademarks (Rothaermel, p. 90) [1] . A firm’s core competencies may be superior skills in customer relationship or efficient supply chain management. When analyzing the company’s activities managers look into the value chain and the whole production process.

As a result, situation analysis identifies strengths, weaknesses, opportunities and threats for the organization and reveals a clear picture of company’s situation in the market.

Components: Objectives, Business level, Corporate level and Global Strategy Selection Tools used: Scenario Planning, SPACE Matrix, Boston Consulting Group Matrix , GE-McKinsey Matrix, Porter’s Generic Strategies, Bowman’s Strategy Clock, Porter’s Diamond, Game Theory, QSP Matrix.

Successful situation analysis is followed by creation of long-term objectives. Long-term objectives indicate goals that could improve the company’s competitive position in the long run. They act as directions for specific strategy selection. In an organization, strategies are chosen at 3 different levels:

  • Business level strategy. This type of strategy is used when strategic business units (SBU), divisions or small and medium enterprises select strategies for only one product that is sold in only one market. The example of business level strategy is well illustrated by Royal Enfield firms. They sell their Bullet motorcycle (one product) in United Kingdom and India (different markets) but focus on different market segments and sell at very different prices (different strategies). Firms may select between Porter’s 3 generic strategies: cost leadership, differentiation and focus strategies. Alternatively strategies from Bowman’s strategy clock may be chosen (Johnson, Scholes, & Whittington, p. 224 [6] ).
  • Corporate level strategy. At this level, executives at top parent companies choose which products to sell, which market to enter and whether to acquire a competitor or merge with it. They select between integration, intensive, diversification and defensive strategies.
  • Global/International strategy. The main questions to answer: Which new markets to develop and how to enter them? How far to diversify? (Thompson and Martin, p. 557 [2] , Johnson, Scholes, & Whittington, p. 294 [6] )

Managers may choose between many strategic alternatives. That depends on a company’s objectives, results of situation analysis and the level for which the strategy is selected.

Components: Annual Objectives, Policies, Resource Allocation, Change Management, Organizational chart, Linking Performance and Reward Tools used: Policies, Motivation, Resistance management, Leadership, Stakeholder Impact Analysis, Changing organizational structure, Performance management

Even the best strategic plans must be implemented and only well executed strategies create competitive advantage for a company.

At this stage managerial skills are more important than using analysis. Communication in strategy implementation is essential as new strategies must get support all over organization for effective implementation. The example of the strategy implementation that is used here is taken from David’s book, chapter 7 on implementation [5] . It consists of the following 6 steps:

  • Setting annual objectives;
  • Revising policies to meet the objectives;
  • Allocating resources to strategically important areas;
  • Changing organizational structure to meet new strategy;
  • Managing resistance to change;
  • Introducing new reward system for performance results if needed.

The first point in strategy implementation is setting annual objectives for the company’s functional areas. These smaller objectives are specifically designed to achieve financial, marketing, operations, human resources and other functional goals. To meet these goals managers revise existing policies and introduce new ones which act as the directions for successful objectives implementation.

The other very important part of strategy implementation is changing an organizational chart. For example, a product diversification strategy may require new SBU to be incorporated into the existing organizational chart. Or market development strategy may require an additional division to be added to the company. Every new strategy changes the organizational structure and requires reallocation of resources. It also redistributes responsibilities and powers between managers. Managers may be moved from one functional area to another or asked to manage a new team. This creates resistance to change, which has to be managed in an appropriate way or it could ruin excellent strategy implementation.

Components: Internal and External Factors Review, Measuring Company’s Performance Tools used: Strategy Evaluation Framework, Balanced Scorecard, Benchmarking

Implementation must be monitored to be successful. Due to constantly changing external and internal conditions managers must continuously review both environments as new strengths, weaknesses, opportunities and threats may arise. If new circumstances affect the company, managers must take corrective actions as soon as possible.

Usually, tactics rather than strategies are changed to meet the new conditions, unless firms are faced with such severe external changes as the 2007 credit crunch.

Measuring performance is another important activity in strategy monitoring. Performance has to be measurable and comparable. Managers have to compare their actual results with estimated results and see if they are successful in achieving their objectives. If objectives are not met managers should:

  • Change the reward system.
  • Introduce new or revise existing policies.

The key element in strategy monitoring is to get the relevant and timely information on changing environment and the company’s performance and if necessary take corrective actions.

Different models of the process

There is no universal model of the strategic management process. The one, which was described in this article, is just one more version of so many models that are established by other authors. In this section we will illustrate and comment on 3 more well-known frameworks presented by recognized scholars in the strategic management field. More about these models can be found in the authors’ books.

Source: David (p. 46)

  • Strategy Evaluation
  • Develop vision and mission
  • External environment analysis
  • Internal environment analysis
  • Establish long-term objectives
  • Generate, evaluate and choose strategies
  • Implement strategies
  • Measure and evaluate performance
  • Indicates all the major steps that have to be met during the process.
  • Illustrates that the process is a continuous activity.
  • Arrows show the two way process. This means that companies may sometimes go a step or two back in the process rather than having to complete the process and start it all over from the beginning. For example , if in the implementation stage the company finds out that the strategy it chose is not viable, it can simply go back to the strategy selection point instead of continuing to the monitoring stage and starting the process from the beginning.
  • Represents only strategy formulation stage and does separate situation analysis from strategy selection stages.
  • Confuses strategy evaluation with strategy monitoring stage.

Source: Rothaermel (p. 20)

  • Formulation
  • Implementation
  • Initial analysis
  • External and internal analysis
  • Business or corporate strategy formulation
  • Shows that the process is a continuous activity.
  • Separates initial analysis (in this articles it’s called initial assessment) from internal/external analysis.
  • Emphasizes the main focus of strategic management: “Gain and sustain competitive advantage”.
  • Does not include strategy monitoring stage.
  • Arrows indicate only one way process. For example , after the strategy formulation the process continues to the implementation stage while this is not always the truth. Companies may go back and reassess their environments if some conditions had changed.

Source: Thompson and Martin (p.36)

  • Where are we?
  • Where are we going?
  • How are we getting there?
  • How are we doing?
  • Situation appraisal: review of corporate objectives
  • Situation assessment
  • Clarification of objectives
  • Corporate and competitive strategies
  • Strategic decisions
  • Monitor progress
  • The model is supplemented by 4 fundamental strategic management questions.
  • Arrows indicate only one way process.

Limitations

It is rare that the company will be able to follow the process from the first to the last step. Producing a quality strategic plan requires time , during which many external and even internal conditions may change. This results in the flawed strategic plan which has to be revised, hence requiring even more time to finish.

On the other hand, when implementing the strategic plan, the actual results do not meet the requirements of the strategic plan so the plan has to be altered or better methods for the implementation have to be discovered. This means that some parts of strategic management process have to be done simultaneously, which makes the whole process more complex .

  • Rothaermel, F. T. (2012). Strategic Management: Concepts and Cases. McGraw-Hill/Irwin, p. 20, 32-45, 90
  • Thompson, J. and Martin, F. (2010). Strategic Management: Awareness & Change. 6th ed. Cengage Learning EMEA, p. 34, 557, 790
  • Clark, D. N. (1997). Strategic management tool usage: a comparative study. Strategic Change Vol. 6, pp. 417-427
  • David, F.R. (2009). Strategic Management: Concepts and Cases. 12th ed. FT Prentice Hall, p. 36-37, 45-47, 93
  • Johnson, G, Scholes, K. Whittington, R. (2008). Exploring Corporate Strategy. 8th ed. FT Prentice Hall, p. 11-13, 224, 294
  • Virtual Strategist (2012). Overview of the Strategic Planning Process (VIDEO). Available at: https://www.youtube.com/watch?v=sU3FLxnDv_A
  • Strategic Management & Strategic Planning
  • Supplier Relationship Management (SRM)

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System Analysis and Design Tutorial

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System Analysis & Design - System Planning

What is requirements determination.

A requirement is a vital feature of a new system which may include processing or capturing of data, controlling the activities of business, producing information and supporting the management.

Requirements determination involves studying the existing system and gathering details to find out what are the requirements, how it works, and where improvements should be made.

Major Activities in requirement Determination

Requirements anticipation.

It predicts the characteristics of system based on previous experience which include certain problems or features and requirements for a new system.

It can lead to analysis of areas that would otherwise go unnoticed by inexperienced analyst. But if shortcuts are taken and bias is introduced in conducting the investigation, then requirement Anticipation can be half-baked.

Requirements Investigation

It is studying the current system and documenting its features for further analysis.

It is at the heart of system analysis where analyst documenting and describing system features using fact-finding techniques, prototyping, and computer assisted tools.

Requirements Specifications

It includes the analysis of data which determine the requirement specification, description of features for new system, and specifying what information requirements will be provided.

It includes analysis of factual data, identification of essential requirements, and selection of Requirement-fulfillment strategies.

Information Gathering Techniques

The main aim of fact finding techniques is to determine the information requirements of an organization used by analysts to prepare a precise SRS understood by user.

Ideal SRS Document should −

  • be complete, Unambiguous, and Jargon-free.
  • specify operational, tactical, and strategic information requirements.
  • solve possible disputes between users and analyst.
  • use graphical aids which simplify understanding and design.

There are various information gathering techniques −

Interviewing

Systems analyst collects information from individuals or groups by interviewing. The analyst can be formal, legalistic, play politics, or be informal; as the success of an interview depends on the skill of analyst as interviewer.

It can be done in two ways −

Unstructured Interview − The system analyst conducts question-answer session to acquire basic information of the system.

Structured Interview − It has standard questions which user need to respond in either close (objective) or open (descriptive) format.

Advantages of Interviewing

This method is frequently the best source of gathering qualitative information.

It is useful for them, who do not communicate effectively in writing or who may not have the time to complete questionnaire.

Information can easily be validated and cross checked immediately.

It can handle the complex subjects.

It is easy to discover key problem by seeking opinions.

It bridges the gaps in the areas of misunderstandings and minimizes future problems.

Questionnaires

This method is used by analyst to gather information about various issues of system from large number of persons.

There are two types of questionnaires −

Open-ended Questionnaires − It consists of questions that can be easily and correctly interpreted. They can explore a problem and lead to a specific direction of answer.

Closed-ended Questionnaires − It consists of questions that are used when the systems analyst effectively lists all possible responses, which are mutually exclusive.

Advantages of questionnaires

It is very effective in surveying interests, attitudes, feelings, and beliefs of users which are not co-located.

It is useful in situation to know what proportion of a given group approves or disapproves of a particular feature of the proposed system.

It is useful to determine the overall opinion before giving any specific direction to the system project.

It is more reliable and provides high confidentiality of honest responses.

It is appropriate for electing factual information and for statistical data collection which can be emailed and sent by post.

Review of Records, Procedures, and Forms

Review of existing records, procedures, and forms helps to seek insight into a system which describes the current system capabilities, its operations, or activities.

It helps user to gain some knowledge about the organization or operations by themselves before they impose upon others.

It helps in documenting current operations within short span of time as the procedure manuals and forms describe the format and functions of present system.

It can provide a clear understanding about the transactions that are handled in the organization, identifying input for processing, and evaluating performance.

It can help an analyst to understand the system in terms of the operations that must be supported.

It describes the problem, its affected parts, and the proposed solution.

Observation

This is a method of gathering information by noticing and observing the people, events, and objects. The analyst visits the organization to observe the working of current system and understands the requirements of the system.

It is a direct method for gleaning information.

It is useful in situation where authenticity of data collected is in question or when complexity of certain aspects of system prevents clear explanation by end-users.

It produces more accurate and reliable data.

It produces all the aspect of documentation that are incomplete and outdated.

Joint Application Development (JAD)

It is a new technique developed by IBM which brings owners, users, analysts, designers, and builders to define and design the system using organized and intensive workshops. JAD trained analyst act as facilitator for workshop who has some specialized skills.

Advantages of JAD

It saves time and cost by replacing months of traditional interviews and follow-up meetings.

It is useful in organizational culture which supports joint problem solving.

Fosters formal relationships among multiple levels of employees.

It can lead to development of design creatively.

It Allows rapid development and improves ownership of information system.

Secondary Research or Background Reading

This method is widely used for information gathering by accessing the gleaned information. It includes any previously gathered information used by the marketer from any internal or external source.

It is more openly accessed with the availability of internet.

It provides valuable information with low cost and time.

It act as forerunner to primary research and aligns the focus of primary research.

It is used by the researcher to conclude if the research is worth it as it is available with procedures used and issues in collecting them.

Feasibility Study

Feasibility Study can be considered as preliminary investigation that helps the management to take decision about whether study of system should be feasible for development or not.

It identifies the possibility of improving an existing system, developing a new system, and produce refined estimates for further development of system.

It is used to obtain the outline of the problem and decide whether feasible or appropriate solution exists or not.

The main objective of a feasibility study is to acquire problem scope instead of solving the problem.

The output of a feasibility study is a formal system proposal act as decision document which includes the complete nature and scope of the proposed system.

Steps Involved in Feasibility Analysis

The following steps are to be followed while performing feasibility analysis −

Form a project team and appoint a project leader.

Develop system flowcharts.

Identify the deficiencies of current system and set goals.

Enumerate the alternative solution or potential candidate system to meet goals.

Determine the feasibility of each alternative such as technical feasibility, operational feasibility, etc.

Weight the performance and cost effectiveness of each candidate system.

Rank the other alternatives and select the best candidate system.

Prepare a system proposal of final project directive to management for approval.

Feasibility Analysis

Types of Feasibilities

Economic feasibility.

It is evaluating the effectiveness of candidate system by using cost/benefit analysis method.

It demonstrates the net benefit from the candidate system in terms of benefits and costs to the organization.

The main aim of Economic Feasibility Analysis (EFS) is to estimate the economic requirements of candidate system before investments funds are committed to proposal.

It prefers the alternative which will maximize the net worth of organization by earliest and highest return of funds along with lowest level of risk involved in developing the candidate system.

Technical Feasibility

It investigates the technical feasibility of each implementation alternative.

It analyzes and determines whether the solution can be supported by existing technology or not.

The analyst determines whether current technical resources be upgraded or added it that fulfill the new requirements.

It ensures that the candidate system provides appropriate responses to what extent it can support the technical enhancement.

Operational Feasibility

It determines whether the system is operating effectively once it is developed and implemented.

It ensures that the management should support the proposed system and its working feasible in the current organizational environment.

It analyzes whether the users will be affected and they accept the modified or new business methods that affect the possible system benefits.

It also ensures that the computer resources and network architecture of candidate system are workable.

Behavioral Feasibility

It evaluates and estimates the user attitude or behavior towards the development of new system.

It helps in determining if the system requires special effort to educate, retrain, transfer, and changes in employee’s job status on new ways of conducting business.

Schedule Feasibility

It ensures that the project should be completed within given time constraint or schedule.

It also verifies and validates whether the deadlines of project are reasonable or not.

INTRODUCTION TO SYSTEMS ANALYSIS AND DESIGN

  • Information Systems

Navy’s enhanced lethality surface combatant fleet

Release details

Release type, related ministers and contacts, the hon richard marles mp.

Deputy Prime Minister

Minister for Defence

Media contact

[email protected]

02 6277 7800

The Hon Pat Conroy MP

Minister for Defence Industry

Minister for International Development and the Pacific

[email protected]

(02) 6277 7840

General enquiries

[email protected]

Release content

20 February 2024

Today, the Albanese Government has released its blueprint for a larger and more lethal surface combatant fleet for the Royal Australian Navy, more than doubling the size of the surface combatant fleet under the former government’s plan.

This follows the Government’s careful consideration of the recommendations of the independent analysis of the surface combatant fleet, commissioned in response to the Defence Strategic Review.

Our strategic circumstances require a larger and more lethal surface combatant fleet, complemented by a conventionally-armed, nuclear-powered submarine fleet.

Navy’s future fleet will be integral to ensure the safety and security of our sea lines of communication and maritime trade, through operations in our immediate region. This fleet will constitute the largest number of surface combatants since WWII.

The independent analysis of Navy’s surface combatant fleet lamented the current surface combatant fleet was the oldest fleet Navy has operated in its history, and emphasised the need for immediate action to boost Navy’s air defence, long-range strike, presence and anti-submarine warfare capabilities.

In line with independent analysis’ recommendations, Navy’s future surface combatant fleet will comprise:

  • Three Hobart class air warfare destroyers with upgraded air defence and strike capabilities
  • Six Hunter class frigates to boost Navy’s undersea warfare and strike capabilities
  • 11 new general purpose frigates that will provide maritime and land strike, air defence and escort capabilities
  • Six new Large Optionally Crewed Surface Vessels (LOSVs) that will significantly increase Navy’s long-range strike capacity
  • Six remaining Anzac class frigates with the two oldest ships to be decommissioned as per their planned service life.

The Government has also accepted the independent analysis’ recommendations to have:

  • 25 minor war vessels to contribute to civil maritime security operations, which includes six Offshore Patrol Vessels (OPVs).

The Hunter class frigates will be built at the Osborne shipyard in South Australia, and will be followed by the replacement of the Hobart class destroyer. The Hobart destroyers will be upgraded at Osborne with the latest US Navy Aegis combat system.

The new general purpose frigate will be accelerated to replace the Anzac class frigates, meaning the Transition Capability Assurance (TransCAP) upgrades are no longer required. These new general purpose frigates will be modern, capable and more lethal, requiring smaller crews than the Anzac.

Consolidation of the Henderson precinct is currently underway, as recommended by the Defence Strategic Review. Successful and timely consolidation will enable eight new general purpose frigates to be built at the Henderson precinct, and will also enable a pathway to build six new Large Optionally Crewed Surface Vessels in Western Australia.

The Albanese Government is committed to continuous naval shipbuilding in Australia and the design of Navy’s future fleet will provide a stable and ongoing pipeline of work to the 2040s and beyond.

In order to implement the recommendations of the independent analysis, the Albanese Government has committed to funding the planned acquisition and sustainment of the future surface fleet.

This will see the Albanese Government inject an additional $1.7 billion over the Forward Estimates and $11.1 billion over the next decade in Defence for an accelerated delivery of Navy’s future surface combatant fleet and to expand Australia’s shipbuilding industry.

This comes on top of the Albanese Government’s investment of an additional $30.5 billion to Defence’s Integrated Investment Program out to 2032-33.

This additional $11.1 billion of funding for the future surface fleet alone brings both acquisition and sustainment investment in the fleet to $54.2 billion in total over the next decade.

This investment provides a clear pathway for the shipbuilding industry and workforce in South Australia and Western Australia.

The Albanese Government thanks Vice Admiral William Hilarides, USN (Retd), Ms Rosemary Huxtable, AO, PSM and Vice Admiral Stuart Mayer, AO, RAN for their leadership of the independent analysis and contribution to the most comprehensive update to Navy’s fleet in decades.

Quotes attributable to the Deputy Prime Minister, the Hon Richard Marles MP:

“The enhanced lethality surface combatant fleet will ensure the Navy is optimised for operations in our current and future environment, underpinned by the meticulous assessment conducted by the Independent Analysis Team.

“Australia’s modern society and economy rely on access to the high seas: trade routes for our imports and exports, and the submarine cables for the data which enables our connection to the international economy.

“The Royal Australian Navy must be able to ensure the safety and security of our sea lines of communication and trade routes as they are fundamental to our way of life and our prosperity.”

Quotes attributable to the Minister for Defence Industry, the Hon Pat Conroy MP:

“This significant advancement in Navy capability that will be delivered under this plan requires a strong, sovereign defence industry.

“This plan ensures Navy’s future fleet can meet our strategic circumstances by delivering a larger and more lethal fleet sooner and secures the future of naval shipbuilding in Australia, supporting 3,700 direct jobs over the next decade and thousands of indirect jobs for decades to come.”

  Quotes attributable to the Chief of Navy, Vice Admiral Mark Hammond AO:

“A strong Australia relies on a strong Navy, one that is equipped to conduct diplomacy in our region, deter potential adversaries, and defend our national interests when called.

“The size, lethality and capabilities of the future surface combatant fleet ensures that our Navy is equipped to meet the evolving strategic challenges of our region.”

Other related releases

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RSL Victoria to establish Veterans’ and Families’ Hub in the Surf Coast and Geelong

Australia’s defence industrial base expanded to deliver Navy’s enhanced lethality surface combatant fleet

Albury company hits target with $33 million contract

$50 million in Australian support for International Fund for Ukraine.

Build an LLM-Powered Data Agent for Data Analysis

strategic planning in system analysis and design

An AI agent is a system consisting of planning capabilities, memory, and tools to perform tasks requested by a user. For complex tasks such as data analytics or interacting with complex systems, your application may depend on ‌collaboration among different types of agents. For more context, see Introduction to LLM Agents and Building Your First LLM Agent Application .

This post explains the agent types required to build an accurate LLM application that can handle nuanced data analysis tasks when queried. It walks through an example use case for building a data analyst agent application, including code snippets. Finally, it provides some considerations for AI developers to consider when optimizing and building LLM agent apps.

LLM agent types for data analysis tasks

To begin, this section explains two main types of LLM agents and how they work—data agents and API or execution agents. I’ll also present an agent swarm use case, which involves multiple agents collaborating to solve a problem. Note that these agent types somewhat represent the ends of a spectrum. Blended, purpose-built agents can be created for specific use cases.

Data agents

Data agents are typically designed for an extractive goal. In other words, data agents assist users in extracting information from a wide range of data sources. They help with assistive reasoning tasks. 

For example, a financial analyst might ask, “In how many quarters of this year did the company have a positive cash flow?” This type of question requires reasoning, search (structured, unstructured, or both), and planning capabilities.

API or execution agents

API or execution agents are designed for an execution goal. These agents carry out a task or set of tasks requested by a user.

Consider the same financial analyst working with an Excel spreadsheet that contains the past year’s closing prices for 10 stocks. The analyst wants to organize these closing prices according to one or more statistical formulas. Excel APIs need to be chained together to perform this task. For another API agent example, see the Google Places API Copilot Demo .

Agent swarms

Agent swarms involve multiple data agents and multiple API agents collaborating in a decentralized manner to solve a complex problem . Agent swarms are designed for workflows that include both extractive and execution tasks that require different forms of planning and agent core harnesses. 

For example, imagine that the financial analyst wants to study the top five fast food stocks for investment planning. The sequence of actions needed to reach this goal are outlined below and in Figure 1.

  • Mine stock prices. The data agent hits a structured database with SQL or pandas or Quandl API.
  • Extract more relevant information from 10-K and 10-Q reports. Execute search engine calls to get forms using data agent. Extract information using data agent retrieval-augmented generation (RAG) calls.
  • Store the information in Excel. API agent calls the Excel API.
  • Extract user sentiment from social media content. Execute social media API calls using data mining with data agent. Perform sentiment analysis using RAG data agent.
  • Use preselected metrics to generate indicators using API agent (Sheets API).
  • Generate the report using API agent.
  • Upload key graphs, plots, and charts to a PowerPoint slide using API agent (PowerPoint API).

Flowchart diagram showing a natural workflow for multiple agents collaborating together to solve a problem.

As more types of LLM agents are modeled, they can interact with each other in the agent swarm to effectively solve problems. Constraining the problem into different agent verticals enables building agents with smaller models. This requires less effort for customization and retains modularity, which in turn provides benefits for adding new features, selecting the features you want, and simplifying deployment scaling. In this ecosystem, every agent looks at another agent like a tool and uses its help when required. 

Building a data analyst agent

With this general taxonomy as a foundation, this section dives into building a data agent for a use case of talking to an SQL database for inventory management. The following discussion assumes you have read Building Your First LLM Agent Application , or are otherwise familiar with the basics of LLM agents.

Choose an LLM

Begin by identifying which LLM to use. This example uses the Mixtral 8x7B LLM available in the NVIDIA NGC catalog. It accelerates various models and makes them available as APIs. The first API calls per model are free for experimentation. 

Note that if you’re working with a model that isn’t tuned to handle agent workflows, you can reformulate the prompts below as a series of multiple-choice questions (MCQs). This should work, as most of the models are instruction-tuned to handle MCQs. Learn more about fine-tuning . 

Select a use case

Next, select a use case. The use case for this post is talking to an SQL database for inventory management. Then populate that database with, for example, three tables. 

Note that the information presented below is for exemplary purposes only and is not intended to convey actual details.

For experimentation, store the preceding entries in an SQLite database. These entries are tailored for the schema shown in Figure 2. The intention is to create a simplified version of a database that is typically at the heart of any inventory management system. These databases contain information about current inventory levels, suppliers, and more.

Three tables containing the database schema: Inventory, Product, and Supplier.

LLM agent components

An LLM agent contains four key components: tools, memory module, planning module, and agent core. Details about the components for this example are provided below.

This example uses the following two tools: 

  • Calculator: For any basic calculations needed after querying the data. To keep it simple, an LLM is used here. Any service or API can be added to solve said problem.
  • SQL Query Executor: For querying the database for raw data.

A simple buffer or list to keep track of all the agent’s actions.

A linear greedy approach. To achieve this, create a “faux tool” for “generate the final answer.” This idea is addressed further in the section below. 

Time to put everything together. The prompt for the agent core LLM looks something like this:

The preceding prompt includes all the tools and related information. You can design the core’s code harness in a way such that, given any tool but the “generate the final answer” faux tool, the agent will append the results of the tool used to memory and re-access the situation. This is an iterative greedy approach where the “best” decision is made for the individual step.

In summary, a data agent has access to planning capability, memory, multiple data access tools, and means of performing related analytical tasks. Figure 3 shows the general architecture of a data agent.

Agent has a core, memory, planning module, and tools.

Data agent example

This section provides an example that showcases how different tools can be used together to solve business questions. The key advantage for using an agent in a scenario like this is that the user doesn’t need to know details about the database or the technical skill to run queries.  

Question : “How much excess inventory do I have for Google Pixel 6?” Answer : Based on the retrieved information from the inventory system, you currently have 80 units of excess inventory for Google Pixel 6. This calculation is derived by subtracting the minimum required quantity (20) from the current quantity in stock (100). (See above for source data.)

strategic planning in system analysis and design

To solve this question, the agent performed the following steps:

Step 1: QueryDB tool

  • Generate SQL
  • Query database
  • Store results in memory

Step 2: Calculator tool

  • Solve math problem using LLM
  • Store results in memory. Note that this can be replaced with code generation plus code execution. To learn more about dynamic tools, see Build an LLM-Powered API Agent for Task Execution .

Step 3: Final answer generation

The following prompt is for the agent core LLM after SQL is generated.

Key considerations when building data agent applications

Keep in mind the following key considerations when building your LLM agent application.

Scaling the tools

Imagine a case with 100K tables and 100 tools, rather than three tables and three tools. One way to accommodate this type of scaling is to add an intermediate RAG step. This step might pull in the top five most relevant tools for the agent to select from. This can apply to memory, database schema, or any other options that the agent needs to consider.

Working with multiple vector databases

You can also build a topical router to direct the queries to the correct database in situations with multiple SQL or vector databases.

Better planning for implementation

A simple linear solver to implement a greedy iterative solution is featured here. It can be replaced by a task decomposition module or a plan compiler of sorts to generate a more efficient plan of execution. 

This post has explained the basics of how to build an LLM agent application for data analytics to help familiarize you with the concepts behind building agents. I highly recommend exploring the open-source ecosystem to select the best agent framework for your application. 

Ready to build your own LLM data agent for production? Check out the AI Chatbot with Retrieval-Augmented Generation free hands-on lab to help you build reliable and scalable solutions.

To read more about LLM agents, see Build an LLM-Powered API Agent for Task Execution .

Related resources

  • GTC session: Streamlining Enterprise Data Operations with Multimodal RAG and LangChain
  • GTC session: Application of LLMs/LLaMA for Financial Timeseries Forecasting
  • GTC session: LLMOps: The New Frontier of Machine Learning Operations
  • NGC Containers: genai-llm-playground
  • Webinar: Implementing Large Language Models
  • Webinar: Bringing Generative AI to Life with NVIDIA Jetson

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Top Computer Vision/Video Analytics Sessions at NVIDIA GTC 2024

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Top Retrieval-Augmented Generation (RAG) Sessions at NVIDIA GTC 2024 Sessions

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New Self-Paced Course: Synthetic Tabular Data Generation Using Transformers

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Maximizing productivity: Optimizing picking efficiency through strategic slotting.

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Title: Maximizing productivity: Optimizing picking efficiency through strategic slotting.

Join us for an insightful session as we delve into the success story of our transformative project with a leading global animal health company . In response to their evolving logistical needs, we undertook a strategic slotting initiative within their existing warehouse design, revolutionizing their operational efficiency.

This session will showcase the challenges faced by our client in their warehouse operations and how our team collaborated closely with their logistics experts to implement a tailored slotting strategy. By carefully analyzing SKU characteristics, order patterns, and facility layout, we optimized the placement of items to streamline the picking process.

Key highlights of the session include:

  • Challenges and Objectives:  An overview of the specific challenges our client faced in their warehouse operations and the objectives set for the optimization project.
  • Strategic Slotting Approach:  Insights into the meticulous analysis conducted to understand SKU velocity, demand patterns, and other crucial factors influencing the slotting strategy.
  • Implementation Process:  A step-by-step walkthrough of the implementation process, from initial planning to execution, including any technology or software solutions employed for enhanced efficiency.
  • Operational Impact:  Quantifiable results and the tangible benefits realized by our client following the implementation of the strategic slotting initiative, such as improved picking speed, reduced errors, and enhanced overall warehouse performance.
  • Lessons Learned and Best Practices:  Reflections on the project, discussing any unexpected challenges encountered, lessons learned, and best practices that can be applied to similar warehouse optimization projects.

This session will provide valuable insights for warehouse managers, logistics professionals, and anyone interested in the dynamic field of supply chain optimization. Don't miss this opportunity to learn from a real-world success story and gain practical strategies for enhancing efficiency in warehouse operations.

Type: On-Floor Seminars

See how Automated Material Handling Systems and Supply Chain Solutions will enable a leading global animal health company to: #1 Increase slotting and picking efficiency #2 Reduce replenishment time & labor #3 Improve space utilization for reserve storage area #4 Develop a facility that is flexible for future growth

Product Category: Consulting & Professional Services,Controls and Controlling Devices,Conveyors,Distribution & Warehousing Software,Labels and Labeling Devices,Order Picking & E-Commerce Fulfillment,Racks,Sortation Equipment,Supply Chain Execution Systems and Software,Systems Integration Services

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Five Places Russia Is Fighting to Break Through Ukrainian Lines

Outmanned and outgunned, Ukrainian ground forces are in perhaps their most precarious position since the opening months of the war.

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By Marc Santora ,  Scott Reinhard and Josh Holder

strategic planning in system analysis and design

Sievierodonetsk

Zaporizhzhia

Line of contact

before invasion

Sea of Azov

strategic planning in system analysis and design

Ukraine is engaged in a desperate fight to hold back the Russian onslaught.

Russian forces captured the longtime Ukrainian stronghold of Avdiivka before dawn on Saturday, Moscow’s first major battlefield gain since it took Bakhmut last May.

But across the entire 600-mile-long front, Ukraine is short on ammunition without renewed American military assistance, and it is struggling to replenish its own depleted forces after two years of brutal fighting.

Russia’s assault has split into five major lines of attack, spanning towns and cities across much of the front in eastern and southern Ukraine. Here is the status of Russia’s offensive in five critical battles:

1. Avdiivka

Russia captured a longtime ukrainian stronghold..

The now-destroyed city of Avdiivka covers only some 12 square miles. But for the better part of a decade it carved a bulge in the front line that undermined critical Russian logistical operations. It sits only a few miles from the city of Donetsk, which Russia has occupied since 2014.

In recent weeks, Russian forces have breached a critical supply line and threatened to encircle Ukrainian soldiers. Oleksandr Tarnavskyi, the head of Ukraine’s forces in the south, said that Ukraine had no choice but to withdraw.

“In a situation where the enemy is advancing on the corpses of their own soldiers with a 10-to-1 shell advantage, under constant bombardment, this is the only correct solution,” he said in a statement.

It’s not clear how far the Russians might be able to push this fight beyond Avdiivka, or how well the Ukrainians have constructed their next lines of defense. But the next major population centers, home to tens of thousands of civilians, are only about 35 miles to the west.

Roughly 50,000 Russian soldiers have been dedicated to the fight for Avdiivka in this direction, although the numbers fluctuated. Tens of thousands of Russians have been killed or wounded, according to Western and Ukrainian officials, but Russia has steadily replenished their ranks, including using convicts to join the fighting.

Even if the lines stabilize after the Russians take the city, its fall allows the Russian military to move troops and equipment more efficiently behind the line as it presses in other directions.

Read more: The Death Throes of a Ukrainian City , Feb. 18

A destroyed town is now a base for Russian attacks.

By last month, Russian forces had finally cleared out the last Ukrainian defenders of Marinka , another longtime frontline town.

There is very little left of Marinka after two years of Russian bombardments and battles. But its capture has allowed the Russians to turn their attention to the south and another vital Ukrainian stronghold, Vuhledar .

Last year, the Russians repeatedly tried to attack Vuhledar from the south and suffered catastrophic losses, including a devastating defeat in one of the largest tank battles of the war.

But with Marinka under control, the Russians are attacking Vuhledar from the north. They are currently advancing through the village of Novomykhailivka, which is about 13 miles to the northeast.

It is not clear how many forces the Russians have amassed in this direction, but Ukrainian officials have said Russia has kept around 40,000 in the nearby Mariupol area to be deployed for attacks from the south.

Soldiers fighting in the Vuhledar area said that the fall of Avdiivka, 55 miles to the northeast, would likely free up Russian forces to step up attacks from the north.

Read more: A Trophy in Ruins: Evidence Grows That Russia Controls Marinka , Jan. 4

3. Robotyne

Russia is seeking to reverse ukraine’s largest gains last year..

When Ukraine’s failed summer counteroffensive culminated last year, its forces had managed to advance only about ten miles deep into the southern front, reaching just beyond a tiny village, Robotyne .

Russia now appears determined to win back what it lost.

The Russian military has more troops concentrated on this front than on the Avdiivka front, Dmytro Lykhovii, a spokesman for Ukrainian soldiers fighting in the south, said this week.

“It seems that the Russians have set a goal to gain some success there by storming in, just as they are trying to do in Avdiivka,” he said.

Read more: Russia Retakes Some Land Hard Won by Ukraine During Counteroffensive , Dec. 28

4. Kreminna

Russia is pushing from kreminna to reclaim towns in the northeast it lost to ukraine in late 2022..

Ever since the Russians were driven out of occupied territories in northeastern Ukraine more than a year ago — losing control over more than 500 settlements spread over 11,000 square kilometers — they have been fighting to try and take it back.

Last year, little territory changed hands, despite intense fighting in the forest belts along the front here. Now, Russia is starting to move forward again, albeit slowly in the face of fierce Ukrainian resistance.

Russian forces are pushing in two directions from the city of Kreminna : toward the battered city of Kupiansk to the north, and toward Lyman , 80 miles to the south. Russia has maintained a total force of around 110,000 troops in the area for months, despite losses, Illia Yevlash, a spokesman for the military in the area, told reporters earlier this month.

Read more: Ukraine and Russia Battle for a Gateway City in the East , Dec. 27

Russia has regained the momentum, and a major Ukrainian city could come into artillery range.

Russia destroyed and then seized the city of Bakhmut in May, its last significant territorial gain on the battlefield before advancing on Avdiivka this week. By the time the Russians took Bakhmut, their forces were exhausted, and the Wagner mercenary group that led the fight was in open rebellion against the Russian ministry of defense.

Ukrainian hopes to exploit the disarray to counterattack around the flanks of the city largely stalled. Now, it is the Russians who have the initiative.

General Oleksandr Syrsky, the newly appointed commander of Ukrainian forces, said recently that the Russians are determined to break through their defenses around Chasiv Yar , which would give them control of commanding heights in the area and expose the city of Kramatorsk to increased artillery fire. Some 62,000 Russian soldiers are on the ground in the Bakhmut direction, according to Ukrainian estimates.

“The situation is tense, requiring constant monitoring of the overall situation and prompt decision-making on the ground,” Gen. Syrsky said in a statement earlier this month.

Read more: Why Bakhmut? It’s a Question as Old as War , May 5, 2023

Marc Santora has been reporting from Ukraine since the beginning of the war with Russia. He was previously based in London as an international news editor focused on breaking news events and earlier the bureau chief for East and Central Europe, based in Warsaw. He has also reported extensively from Iraq and Africa. More about Marc Santora

Scott Reinhard is a graphics editor, focusing on cartography and data visualization. He holds a master's degree in Graphic Design from North Carolina State University. More about Scott Reinhard

Our Coverage of the War in Ukraine

News and Analysis

As the war in Ukraine enters its third year , leaders in Kyiv are trying to find a new path forward  amid ferocious Russian assaults, while facing a series of daunting unknowns and hard choices .

Senator Chuck Schumer, the majority leader, traveled to Ukraine  for a visit that aimed to show American solidarity with a democratic ally under attack and to increase the pressure on Republicans to quit opposing additional U.S. aid.

Russian forces launched multiple attacks around the southern Ukrainian village of Robotyne , targeting land hard-won by Ukraine in a rare success of its counteroffensive in 2023.

A Long Fight: On the second anniversary  of Russia’s invasion, many Ukrainian citizens are taking a longer view of the war , pinpointing the Maidan uprising of 2014 as the start of a 10-year conflict with their adversary.

Sending a Message: Two years since the start of the war in Ukraine, President Vladimir Putin of Russia has fully embraced the image of an unpredictable strongman  ready to escalate his conflict with the West.

Wounded Soldiers: The number of Russian troops with amputated limbs or serious injuries is believed to be staggering . When these veterans return home, they face a patchwork system of treatment and, often, efforts to keep them out of the public eye .

Creative Use of Weapons: Ukraine’s use of a Patriot missile to take down a plane in January is an example of how novel battlefield tactics can be fraught with peril as well as promise .

How We Verify Our Reporting

Our team of visual journalists analyzes satellite images, photographs , videos and radio transmissions  to independently confirm troop movements and other details.

We monitor and authenticate reports on social media, corroborating these with eyewitness accounts and interviews. Read more about our reporting efforts .

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  9. Design Strategy

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  10. How to Design a Strategic Planning System

    A strategic planning system is a structured process that organizes and coordinates the activities of managers who plan. A strategic planning system develops an integrated, coordinated, and consistent long-term plan of action, and facilitates adaptation of the corporation to environmental change. The following six issues influence development of a strategic planning system: communication of ...

  11. The Strategic Planning Process in 4 Steps

    Estimated Duration. Determine organizational readiness. Owner/CEO, Strategy Director. Readiness assessment. Establish your planning team and schedule. Owner/CEO, Strategy Leader. Kick-Off Meeting: 1 hr. Collect and review information to help make the upcoming strategic decisions. Planning Team and Executive Team.

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  13. How to Transform Your Strategic Planning with Design Thinking

    The Stages of Design Thinking Applied to Strategic Planning. By applying Immersion, Analysis, Ideation, Prototyping and Implementation, it is possible to understand the context, analyze it, generate ideas and test them, observing their impact before implementing them. With DT, we can study the web that composes the effectiveness of planning ...

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    The strategic planning of IT for enterprise modeling (discussed in chapter 1) needs to be followed by systems analysis and design. Therefore, some common methods and techniques for information requirements analysis and database and knowledgebase design are discussed in this chapter.

  15. System Planning System Analysis and Design (Strategic Planning

    A strategic plan is like a road map for the organization future to know if the organization heading in the right direction Avicenna System Analysis and Design System Planning 3 Strategic Planning - A Framework for IT Systems Development Strategic planning is the process of identifying long-term organizational goals, strategies, and resourc...

  16. PDF Modern Systems Analysis and Design Ch1

    In this chapter you learned how to: Describe the project identification and selection process. Describe corporate strategic planning and information systems planning process. Describe the three classes of Internet electronic commerce applications: business-to-consumer, business-to-employee, and business-to-business.

  17. Why Is Strategic Planning Important?

    Strategic planning is the ongoing organizational process of using available knowledge to document a business's intended direction. This process is used to prioritize efforts, effectively allocate resources, align shareholders and employees on the organization's goals, and ensure those goals are backed by data and sound reasoning. It's ...

  18. PDF Introduction to System Analysis and Design

    This phase is the fundamental process of understanding why an information system should be built. The Planning phase will also determine how the project team will go about building the information system. The Planning phase is composed of two planning steps. During project management, the project manager creates a work plan, staffs the project ...

  19. Strategic Analysis

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  20. Strategic Management & Strategic Planning Process

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  21. System Analysis and Design

    System Analysis and Design - Overview Systems development is systematic process which includes phases such as planning, analysis, design, deployment, and maintenance. Here, in this tutorial, we will primarily focus on − Systems analysis Systems design Systems Analysis

  22. PDF JOINT STRATEGIC PLANNING

    Section 153 of Title 10, U.S. Code requires the Chairman to perform six primary functions to assist the President and the SecDef with planning, advice, and policy formulation: (1) provide strategic direction for the Armed Forces; (2) conduct strategic and contingency planning; (3) assess comprehensive joint readiness; (4) foster joint capabilit...

  23. System Analysis & Design

    specify operational, tactical, and strategic information requirements. solve possible disputes between users and analyst. use graphical aids which simplify understanding and design. There are various information gathering techniques − Interviewing Systems analyst collects information from individuals or groups by interviewing.

  24. INTRODUCTION TO SYSTEMS ANALYSIS AND DESIGN (docx)

    Cox 3 1.Planning: This phase involves defining the project scope objectives and deliverables. It also includes assessing the feasibility of the project considering factors such as technical economic operational and scheduling feasibility. Planning ensures that the project is well-defined and aligns with the organization's strategic goals. 2. Analysis: In this phase the existing systems and ...

  25. Navy's enhanced lethality surface combatant fleet

    Today, the Albanese Government has released its blueprint for a larger and more lethal surface combatant fleet for the Royal Australian Navy, more than doubling the size of the surface combatant fleet under the former government's plan. This follows the Government's careful consideration of the recommendations of the independent analysis of the surface combatant fleet, commissioned in ...

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