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15. Planning bases

Chapter 15

PLANNING BASES

 

by: josavere

According to made survey of directors and executives of multinational companies, by Bain, consulting company/signature, strategic planning is the used tool but at a general level. Famous matrix DOFA (weaknesses, opportunities, strengths, and threats) is enough well-known among others, for being its practices, analytical, simple, and applicable to all types of organizations.

Strengths are all the aspects in which we can be supported because we have competitive advantage.

Weaknesses all the opposite of the previous thing; you represent challenges that we must confront.

Threats events that could appear and influence negatively for the profit of the objectives.

Opportunities circumstances from which we could obtain advantage.

The two first are internal and the second, external ones. I diagnose fit to the real situation facilitates the process of planning with strategic thought.

The planning finds its true meaning in the measurement that takes shape in terms of projected results, properly quantified and that totally satisfy the expectations with the generation of value for the public who interact in the company, that is to say: the society like a universe, the clients, the government, the employees, the suppliers, and the shareholders, "jeopardizing" to the people in charge of its execution, who must participate in all the process, integrating disciplinary groups.

In addition, the planning allows us to prepare the future because it helps to fix a north to define and to execute action strategies to obtain it. She is one discipline difficult and like so little pleasant, especially when the results are reviewed, requirement - sine qua non - so that he is useful.

The theoretical exercise must be complemented with the action that by all means, is most important administratively speaking, because it really represents the moments and the development of the programs; it is the present, and like so, it must have a clear address. The pursuit or control is the judge of the success or failure; it allows to stimulate under diverse modalities, including the economic one, to the human group and the feedback to take actions from improvement.

So that the plan is a true tool of execution is due to fix clear, realistic, and measurable goals, properly aligned with the Vision, the Mission, and the values, complemented with actions that generate a culture obsessive to reach stimulating them the good results.

The Vision represents the maximum objective medium term; it has an internal character with confidential subjects. Its expression in mensurable objectives must be tried to incorporate in the board of commando-like strategic vectors.

The Mission indicates to us as we must be to reach the vision; it defines what one is due to do in the "day to day"; it represents here and now. Its objective becomes the strategy of the vision.

The Values are nonnegotiable principles that govern all the actions.

The Strategy describes the value proposal; they are the techniques and activities to develop to obtain the objectives; they change constantly according to the experience; they indicate who and whereupon resources we will happen of the starting point to the wished one. They must become a set of simple rules that they can indicate:

  • Like doing
  • Rules limit
  • Rules of priority
  • Rules of synchronization
  • Rules of exit

They do not have to be ambiguous, imprecise, absurd, nor you expire.

Tactics are the applications of the resources available to develop the strategies. They are constituted in a base to make the budgets.

Programs are you practice them of the tactics. The activities, the people in charge, and the mechanisms of pursuit are defined. (software of operative type).

To execute without a plan properly elaborated implies a high risk; to formulate plans and not to execute them is chaotic. The dominion of the technique requires patience, critical spirit, discipline and takes a long time to become an own culture of the company, which is absolutely necessary in an as competitive world as the present one to look for the productivity, only tool practices to face the competition globalized in a world without borders.

In order to do it, he is very recommendable (almost imperative) to take advantage of the information previous exercises, to listen to the people in charge kindly, to analyze the macroeconomic variables that affect the company in individual first of all and, to use it as a guide and not like of unavoidable fulfillment. The plan has a strategic nature and must be prepared using, as far as possible, a suitable software that allows ample, useful and opportune information on the costs of all the processes to evaluate them rigorously and to establish goals to surpass, comparing against the numbers of the past guaranteeing a continuous improvement, concentrating to us in competing with the same company before distracting to the resources analyzing the competition, a step that can occur technically but with benchmarking, using the suitable indicators.

Special attention must occur to the revision of the hidden costs1, those that appear by lack of planning and proline-of-sight administration, which must register carefully to analyze and to take actions from improvement like the lost times in hour-machine and hour-man, the over-costs of the toiled extra days (in general, little recommendable); the wastes of materials; the inofficious transports; the raw materials and the finished products of low rotation, the absenteeisms by incapacities; the deteriorations of merchandise and other but.

It agrees to speak of objectives to five years (the vision: dreams, illusions, desires); to three years to center thought making specific vision, and to year, to prepare plan of generation of value, the task to execute in exercise, which is due to disturb by centers of responsibility in monthly games, that facilitate the control, remembering that this one still must be opportune sacrificing the exactitude.

The action to follow consists of designing the strategy, that is to say, how and when they are going away to obtain the goals that we have come referring. Let us remember to Jasón Jennings who maintains that in the production companies the great objective is the strategy and becomes culture, that all the workers must know it and direct their efforts to obtain it.

The strategy must be expressed in clear form with mensurable variables, phrases simple, easy to understand and by coverall, being widely spread with expressions that they indicate: like doing the processes, following with which it does not have to become, defining a precedence properly synchronous and instruction of exit, in the event that to leave is most recommendable.

Something we can do in a product, but the true potential this in innovating widely in ideas because these arise in all the sites in the measurement that we originate a culture of innovation like part of the corporative strategy.

The adviser and professor of strategy of several universities of the United States and Europe, Alexander Ruelas-Gossi talks about the subject and emphasizes in the interaction between both forms to innovate, but he makes clear that the product innovation requires specialized knowledge and great investments of capital in contrast to the ideas that are based on an enterprise culture and can become in many areas of a company.

In order to create the atmosphere that we have come referring they require true leaders who are able to lead the process of strategic planning so that it is a useful tool. Let us remember that these are characterized by, among other qualities, those that allow them:

a. To be able to pardon and to constitute themselves in strongpoints so that its group improves; the planning is learned, at enterprise level, by means of a process of several periods with much persistence.

b. To give good adverse treatment to the group by which they are the circumstances, which the executives are very common in the initial stage of the learning because, in general, are very obstinate to the process.

c. To make of the empathy a habit to be able to interact with the group.

d. To enjoy helping the others to potencializar its capacities to obtain sinergia that is obtained with the work of groups it jeopardize.

e. To remember its human condition and like so, that they as guide invoke the SUPERIOR BEING of his intentions, which guarantees the kindness of its plans from which the humanity must benefit, the country, the workers and the shareholders.

f. To maintain to lip flower stimulating phrases like:

  • Let us make equipment
  • Comuniquémonos
  • That you think?
  • Thanks for your collaboration
  • Esteem your effort
  • That well
  • Calm that we are going to improve
  • Congratulations!

g. To be right in the decisions that take and what they do thinking about all the affected ones looking for that its equipment works calm.

h. To be strongpoint so that its group improves and increases its quality of life and the one of its relatives.

i. That in the middle of its human condition they are as right as they can in the decisions that take and they do it thinking about all the affected ones.

j. Able to practice as much empathy that allows to give instructions them with a glance, a gesture or a sign when they demand the circumstances.

k. That they feel happy helping the others to potencializar his capacities so that in addition to its personal increase can contribute to the development of the company.

The previous actions must be oriented to maintain a positive atmosphere in the work that contributes to the profit of so yearned for and produce happiness.

The Greatness is the fruit of a culture of evolutionary work that is constructed in a long time. It is never been from a unique event and less than a person in individual, but from disciplined groups directed by enthusiastic leaders by the cause, with the great human sensitivity and the sufficiently humble thingpreparing itself continuously in the exigencies that are required to form and to direct equipment with a high dose of motivation, properly compensated so that they can grow like people, with an ideology widely disclosed, based on the honesty and justice. The previous concepts constitute the base of previous preparation that must receive the participants in the elaboration of the plan.

The previous concepts constitute the base of previous preparation that must receive the participants in the elaboration of the plan. The step to follow consists of elaborating a chronogram of activities to develop indicating the person in charge of its preparation and the date of presentation for the corresponding analysis and the adjustments that are recommended as Masterful Plan of Generation of Value is indicated in the document.

 

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1. The hidden costs are from situations of common occurrence by lack TO THINK (Planning, programming, forecast, precaution, prevention) like for example: a. Errors in the assemblies, b.Sudden changes in the order of the process, c. Damages of machine by lack of preventive maintenance, d. Orders badly taken, e. Nonconcordant programmings of production with the office possibility (problems of portfolio, logistics of transport, etc.), f. Use of inadequate materials,g. Bad quality, in the immense majority of the cases, by negligence and lack of concentration, h. Industrial accidents, i. Any other anomalous situation that implies the loss of time and affects the production level, j. The deterioration and decreases of inventory for whatever reason.

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