Strategic Plans and the Strategic Planning Process, Research Paper Example

Strategic plans and the strategic planning process are important undertakings in successful organizations and consequently their implementation is almost exclusively done by senior management without too much participation from mid-level and front-line management. The vision as well as the direction that shape the growth of organizations is based on strategic plans and strategic planning process. The senior management in the organization has the relevant tools as well as skills for successfully addressing change in consideration of formulating and implementing strategies (Beatty & Quinn, 2010). The senior management officials are the strategic leaders who can successfully manage change through providing sense of direction in addition to building ownership as well as alignment in the work group that is vital in change implementation.

Strategic plans and strategic planning process call for resetting of strategic direction and transforming the organization and this task requires prepared minds. Marshaling resources in the formulation and implementation of resources is an exclusive task of employees in senior management positions in the organization (Fulmer, Stumpf & Bleak, 2009). These are company practices that require deep commitment of time for the senior management employees in their engagement of entire business in strategy dialogue aiming at achieving a winning organization that is ready to embrace strategic plans and strategic planning process in the organization. Strategic plans and strategic planning process is associated with continuing challenges related to meeting expectations of stakeholders which can only be addressed through strategic decisions as well as actions that can only be inherent in senior management of the organization.

References

Beatty, K., & Quinn, L. (2010). Strategic Command Taking the Long View for Organizational Success. Leadership In Action, 30(1), 3-7.

Fulmer, R., Stumpf, S., & Bleak, J. (2009). The strategic development of high potential leaders.  Strategy & Leadership, 37(3), 17-22.