Strategic Planning Process Research Articles

Strategic Management of Madrasas in Improving Accreditation of Guppi Nurul Jadid Mts in Sumber Sari Village, Tungkal Jaya Sub-District, Musi Banyuasin District

This study is based on the accreditation of madrasahs which are still C in the last two accreditation assessments. Strategic management is an approach that can provide an effective framework for achieving educational goals and improving madrasah accreditation. The researcher raised the planning, implementation, evaluation, and strategic management can improve accreditation at MTs Guppi Nurul Jadid. This study uses a descriptive qualitative approach through case studies. Data sources consist of primary and secondary. Data collection techniques with observation, interviews, and documentation. Data analysis techniques used are data reduction, data presentation, and drawing conclusions and data validity. The results of the study indicate that the strategic planning process for improving accreditation at MTs Guppi Nurul Jadid includes developing a vision and mission, identifying external opportunities and threats of an organization, and designing strategies to achieve goals to improve accreditation. The implementation of strategic management in improving the accreditation of MTs Guppi Nurul Jadid includes activities to determine madrasah policies, provide motivation by the head of the madrasah, allocate existing resources, and develop a culture that will support the implementation of the strategy. The strategic management evaluation process in improving accreditation includes monitoring activities for educators, education staff, and students and supervising institutional programs. Strategic management can improve madrasah accreditation at MTs Guppi Nurul Jadid through cooperation with all stakeholders and the community, periodic monitoring and evaluation, and human resource development. Keywords: Management, Strategic, Accreditation Improvement, Madrasah

Learning from the roundtable on obesity solutions experiences: A 10-year anniversary point of view.

The Roundtable on Obesity Solutions (ROOS), established in 2014, is a unique organization of multisectoral voices addressing the public health challenge of obesity. The ROOS brings together practitioners, researchers, funders, companies, health systems, government agencies, and the lived experience to dialogue and guide the national conversation about the multilevel challenges and opportunities related to obesity. This paper presents insights and key learnings from a symposium developed to celebrating the 10th Anniversary of the ROOS. The first six years (2014-2019) of the ROOS marked a period in which dialogue was initiated, multi-sectoral perspectives were captured, and important viewpoints were deliberated and published. In 2020, the ROOS engaged in a strategic planning process enabled by systems science that ultimately resulted in the creation of a roadmap focused on drivers and solutions of obesity. This roadmap generated an agenda focused on upstream social and structural drivers of obesity with an emphasis on the integration of equity, gaps, strategies, and the lived experience. Three main priorities identified in this roadmap included structural racism, social norms, and health communications. Based on this work, the ROOS has had significant impact in the areas of equity, weight stigma, and the lived experience. Much work remains. To date, obesity solutions available for prevention and treatment have been vastly underutilized. Future directions should: 1) include increasing access to effective prevention and treatment options; 2) a focus on how best to implement new technologies in obesity prevention and care; 3) addressing issues of equity, literacy, and stigma that remain unresolved; and 4) leveraging the influence of regional cultures, policies, and social norms. We hope that insights gained over the previous 10years will inspire another decade of impact for the ROOS.

Participative management style and learning at work: mediating role of participative strategic planning processes and moderating role of supervisory communication

Participative management style and learning at work: mediating role of participative strategic planning processes and moderating role of supervisory communication

Time-Varying Autoregressive Models for Economic Forecasting

This research introduces a time-varying autoregressive (TVAR) model, developed to improve the precision of forecasting in economic time series data. The model advances the conventional TVAR framework by incorporating potential mean adjustments and utilizing the Kalman Filter within a Maximum Likelihood Estimation (MLE) framework, with further optimization through the NelderMead method. Applied to the real gross national product (GNP) data of the United States (U.S.), the model effectively captures dynamic patterns and structural changes that traditional models often overlook. The model’s performance is rigorously compared with the widely used Markov switching autoregressive (MSAR) model, demonstrating superior results in both training and testing forecasts. The TVAR model consistently achieves lower error metrics, underscoring its robustness and flexibility in capturing dynamic economic trends and providing reliable forecasts. This research emphasizes the TVAR models potential for broader applications in economic policy analysis, strategic planning, and decision-making processes, particularly in understanding and predicting economic growth. The models adaptability and precision make it a valuable tool for economists and policymakers aiming to navigate complex economic fluctuations with greater confidence as well as accuracy.

Participatory Urban Planning for Social Sustainability: A Combination of the Analytic Hierarchy Process, with Strengths, Weaknesses, Opportunities, Threats Analysis, and the Technique for Order Preference by Similarity to Ideal Solution (A’WOT-TOPSIS)

This study explores the role of participation in achieving social sustainability in urban environments. As uncertainties about the future grow, the need for methods that ensure the representation of diverse stakeholders becomes essential. The Participatory A’WOT-TOPSIS Method is introduced as an effective approach for managing multi-actor and multi-decision-making processes. This Multi-Criteria Decision-Making (MCDM) method combines SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis with the Analytic Hierarchy Process (AHP) and the Technique for Order Preference by Similarity to Ideal Solution (TOPSIS). An empirical application was conducted to assess various urban scenarios through a strategic planning process involving five distinct stakeholder groups. Using an inductive approach, one of three scenarios was selected. Findings demonstrate that the proposed method enhances transparency, ensures objectivity, reduces inconsistencies in stakeholder decision-making, and promotes collaborative representation. However, increasing the number of decision-makers and decisions may lead to greater workload and time demands for those implementing the method. This approach lays the groundwork for future research incorporating elements like representation, belonging, and identity into participatory processes to foster social sustainability in urban areas.

Strategic planning in higher education: perceptions of faculty and administrators at public institutions

Over the past several decades, strategic planning has become ubiquitous in higher education. Yet, there are varying perceptions of its overall value. Perceptions of value are critically important as they can influence the effectiveness and breadth of participation in the strategic planning process, and such participation is widely held to be critical for success. We investigated these issues using an on-line survey distributed to faculty, chairs, and deans at public colleges and universities in the United States. We found that, compared to both faculty and chairs, deans had a more positive assessment of whether the benefits of the process were greater than the costs and were significantly more familiar with strategic plans. On the other hand, faculty indicated strategic plans had less effect on how they do their jobs, while chairs held a negative view as to whether the process led to meaningful evaluation and change. Interestingly, there were no significant differences between responses from baccalaureate, master’s, and doctoral institutions. Although shared governance in the strategic planning process is widely endorsed, our work suggests that new approaches may be necessary to achieve the goal of an effective strategic planning process.

Assessment of groundwater potential zones in Kuwait’s semi-arid region: a hybrid approach of multi-criteria decision making, Google earth engine, and geospatial techniques

Recently, the use and management of water resources have become a critical issue, especially in arid and semi-arid surroundings. In such areas, the importance of mapping groundwater potential zones is unmeasurable since water is a critical human resource. Focused on the semi-arid region of Kuwait, our research integrates Google Earth Engine and multi-criteria decision-making (MCDM), offering a robust admission to identifying groundwater potential zones. To this end, thirteen criteria including geology, slope, rainfall, elevation, Normalized Difference Vegetation Index (NDVI), Normalized Difference Water Index (NDWI), Land Surface Temperature (LST), drainage density, Land Use and Land Cover (LULC), lineament density, topographic wetness index (TWI), geomorphology, and the water table were integrated to reach a wise decision through AHP-MCDM. Our findings revealed that Kuwait’s groundwater potential zones are extremely well suited to the country’s north and east. Appropriate potential zones with high and moderate degrees encompass 12% and 37%, respectively, while extremely high suitability is less than 1.5%. These findings are based on the input data (mainly rainfall, NDVI, NDWI, and LST). The likelihood of groundwater potential is higher in the lower regions of the country. Over 7500 km2—nearly 50% of the total area—are classified as low potential. Furthermore, Our research shows that combining more factors can increase precision while ensuring the stability of the detection process of GWPZs. Around 242 km2 as promising targets for future groundwater exploitation within Kuwait. Rigorously validated through on-site field observations and corroborated by maps showing the distribution of productive groundwater wells in Kuwait, our results exhibit a considered alignment. It is recommended that we extend the application of our methodology beyond the borders of the studied terrain and urge decision-makers to consider our findings in their strategic planning processes.

Strategic Planning of Work Training Center Information System Using TOGAF ADM and ITIL

This study aims to develop an implementation model of TO-GAF and ITIL frameworks in enterprise architecture (EA) for the Technical Implementation Unit (UPTD) of the Tegal Re-gency Vocational Training Center (BLK) and determine the improvement of services provided by BLK after the develop-ment of enterprise architecture. This type of research is a case study research where data collection is done by direct observation or observation, interviews and surveys using questionnaires. The population in this study were employees and students of BLK Tegal Regency, totaling 100 people. While the sample was 15 people. TOGAF ADM is used to un-derstand the strategic planning process systematically, from problem identification to the development of measurable solutions. Analysis and design of enterprise architecture is prelimenary phase, requirement management, architecture vision, business architecture, information systems architecture and opportunities and solutions. While the ITIL approach in addition to providing practical guidance in managing BLK IT services, ITIL is also used to test the level of maturity of the system against the blueprint produced so that a tested sys-tem design is obtained. The results of the maturity level of the service operation domain system are at level 4 with a value of 3.94 and have not yet reached level 5 which means that some activities have not been fully carried out to the maximum. To achieve the expected maturity process, management must always supervise every decision making in accordance with existing procedures.

NASA’s Top Human System Research and Technology Needs for Mars

NASA is working with industry and international partners to return humans to the Moon and to eventually enable humans to explore Mars. Within NASA, several organizations work together to identify, prioritize, fund, execute, and operationalize the research and technology development (R&TD) that will be necessary to enable crew health and performance (CHP) during these future missions. These organizations include flight programs, the Health and Medical Technical Authority (HMTA), the Human Research Program, the Space Technology Mission Directorate, System Capability Leadership Teams, and other organizations, many of which existed for several years prior to the creation of the Moon-to-Mars (M2M) Program Office in 2023. A variety of constructs, vocabularies, and processes exist for managing risks and supporting strategic planning across these organizations. For example, M2M objectives, program risks, human system risks, human research gaps, capability gaps, and envisioned futures are all constructs currently used within NASA to identify and prioritize R&TD needs. These strategic planning constructs are evolving to allow M2M objectives and R&TD investments to be aligned and traced at a detailed level. A recognized need exists among stakeholder organizations to identify and communicate the highest CHP R&TD priorities in a unified and digestible way that addresses the perspectives of NASA’s CHP community. To achieve this, the HMTA arranged a series of discussions with representatives of NASA’s CHP community, during which the 8 highest priority CHP capabilities that will enable human missions to Mars, referred to as the “top human system capability needs for Mars”, were identified. The list includes Earth-independent human operations; Mars-duration food system; Mars-duration effects on human physiology; risk mitigations for vehicle atmospheres; computational injury and anthropometric models; exploration exercise countermeasures; individual variability in responses to spaceflight; and sensorimotor countermeasures. Existing tools and processes for strategic planning and risk management were evaluated, as well as the technical practicalities, cost, and schedule feasibility associated with potential R&TD investments in different capability need areas. This capability needs report is not owned by any one NASA organization and does not replace existing strategic or program planning processes; rather it aims to complement and inform them with a unified set of community generated priorities. These top capability needs will be re-evaluated periodically based on R&TD progress and the evolving M2M architecture.

The Employer Perspective

Apply It! By reading this article, you will: • Gather insight from key industry stakeholders on the latest fitness trends identified in the 2025 Trends report. • Learn how industry stakeholders use the Trends report to inform their strategic planning and decision-making processes. • Understand alignment of 2025 Trends report and real-world trends, through the perspective of industry stakeholders.

Process for Leveraging Enterprise Architecture in Information Systems Strategic Planning: A Case of Developing a Strategy and Master Plan for a National Integrated Health Laboratory Information Management System in Uganda

Effective alignment of institutional processes with digital technologies is imperative for enterprises, including those in healthcare. Unfortunately, in the context of health laboratories, the scope and complexity of existing digital health interventions has not allowed incorporation of all data and information needs for all core functions of the laboratory subsector. Besides, several operational and management issues still hinder the effective management of information on laboratory services at the health facility, sub-national, and national levels in low-income countries such as Uganda. Although approaches that support implementation of digital health interventions exist, there is still limited technical guidance on the strategic planning and implementation of complex systems such as a nation-wide integrated Health Laboratory Information Management System (HLIMS). Therefore, this article demonstrates how the strategic planning process of such systems can be strengthened by adopting the thinking pattern of enterprise architecture, as a holistic approach for aligning business processes with digital technologies. It specifically presents a process for leveraging Enterprise Architecture in Information Systems Strategic Planning (EAISSP). The process was instantiated in Uganda’s health laboratory subsector, by using it to formulate an architecture-oriented information systems strategy; and the strategy then guided the design of a master plan for a national integrated HLIMS and its implementation plan. Although EAISSP was tested in the context of the laboratory subsector, it can be contextualized to support other efforts like developing a national e-health strategy or information systems strategy of an enterprise in another sector.

STRATEGIC ADMINISTRATION AS A MANAGERIAL APPROACH AND IBGE MANAGEMENT IN THE 2022 CENSUS COLLECTION ARACAJU/SERGIPE AGENCY

Public administration has been restructuring itself over the last decades and adopting methodologies for modernizing public management. Thus, it has been disseminating strategic planning in its federal public institutions, consolidating a model of participatory management. Strategic management tools come to assist the strategic planning process, in the identification of problems and in the search for a solution, enabling the creation and execution of a work plan and implementation of public policies, in view of the government’s turnover. In this work, it will be presented how IBGE Aracaju-SE acted in the Strategic Planning and collection of the 2022 Demographic Census, and how the Strategic Management tools helped and contributed to the execution of the process and delivery of results.

ESG Performance and Enterprise Competitive Advantage Construction: A Case Study of Walmart

This essay opens with an in-depth discussion of the growing importance of ESG concepts in modern corporate management and highlights their significant role in promoting long-term corporate value creation. With the increasing global focus on sustainability, ESG concepts have become an integral part of corporate strategic planning and operational decision-making. Next, this article selects the global retail giant Walmart as a case study and uses SWOT analysis and other management tools to analyse in detail how Walmart has effectively constructed and consolidated its competitive advantages in the highly competitive market through the implementation of an active ESG strategy. The article specifically describes Walmart's practices on several ESG dimensions, including but not limited to the implementation of environmental protection measures, active support to the community, the enhancement of employee welfare, and the optimisation of corporate governance structure. In terms of environmental protection, Walmart has significantly reduced the environmental impact of its operations through measures such as reducing carbon emissions, improving energy efficiency and promoting sustainable products. In terms of community support, the company has strengthened its ties with local communities and enhanced its brand image through various community programmes and charitable activities. Employee well-being has been achieved through improved working conditions and career development opportunities, which have not only increased employee satisfaction but also enhanced the company's attractiveness. The article concludes by summarising the important contribution of Walmart's ESG practices to the company's sustainability and long-term competitive advantage and suggests possible future strategic directions and recommendations for Walmart in ESG based on current market trends and company performance. These recommendations are intended to provide valuable references and insights for Walmart and other companies in their future strategic planning and decision-making processes, especially in terms of how to balance economic efficiency and social responsibility to achieve long-term sustainable development. However, due to the limitation of data and the depth of research on Walmart ESG, the article still has limitations.

Strategic planning and evaluation for effective public engagement

Assessing the impact of public engagement with science (PES) programs has been a long-standing challenge due to the lack of explicit, audience-specific goals and a related lack of evaluation against goal-relevant outcomes. In this practice insight, we present the strategic planning and evaluation process for PES at KIPAC, detailing the steps of setting and assessing long-term behavioral goals, short-term objectives, and tactics. We provide examples to demonstrate the implementation of the strategic plan, and make recommendations for practitioners at the individual, program, and institutional levels to strategize, conduct, and sustain their PES efforts with intention.

Collaborations between Public Library Educators and Practitioners to Apply a Theory of Change and Promote Civic Engagement for Racial Justice in the American South

The Institute of Museum and Library Services’ National Leadership Grants for Libraries program recently awarded a $332,939 grant titled “Civic Engagement for Racial Justice in Public Libraries” (RJ@PL) to the University of Alabama and the Chicago State University. The grant’s purpose is to build the capabilities of public librarians and selected communities to promote civic engagement for racial justice and achieve the following objectives: 1) Assessment of public library efforts to advance racial justice (externally and internally); 2) Operationalization of strategic participatory planning process using a theory of change to develop roadmaps and action plans that further racial justice in select community domains (economy, education, health, etc.); 3) Implementation of key strategic components of information-based offerings in six/eight library settings. This paper reports ongoing collaboration to further the three design components via applying a theory of change for an intended impact of increased community wellbeing resulting from improved racial climate.

SEAs for seas: Strategic environmental assessment for more strategic and environmentally-oriented marine spatial planning processes

The foreseen, and already ongoing, substantial increase in offshore renewable energy and corresponding infrastructures urges policymakers and scholars to carefully consider corresponding long-term environmental effects on the marine environment. Strategic Environmental Assessment (SEA) is becoming a standard tool for Marine Spatial Planning (MSP) processes for enabling planners to develop more sustainable marine spatial plans. To explore how SEA can contribute to a more strategic and environmentally-oriented MSP practice, four SEA processes from four North Sea countries are examined, building on available SEA documents and semi-structured interviews. The results show that SEAs for MSP can take an exploratory or appraisal-oriented approach. Adopting an exploratory approach can open up comparatively more opportunities for SEA to contribute to MSP than an adopting an appraisal-oriented approach, but it requires an early initiation of the SEA within the larger planning process. Still, it does not imply that there is one single best method. Rather, the institutional context establishes the conditions for SEA processes to contribute to MSP practice. Particularly, the political pressures and prior sectoral policymaking for offshore renewable energy restrict what can be included in the scope of an SEA. Also, the limited knowledge on the larger dynamics of the marine environment complicate the assessment of transboundary and cumulative effects. Therefore, as future research continues working towards a robust scientific knowledge base on the marine environment, it is crucial that scholars and policymakers collaborate on a structural basis to bridge the gap between science and policy implementation.

An integrated legal and business strategy framework for corporate growth in Nigerian companies

In the dynamic business environment of Nigeria, companies face numerous challenges that necessitate a robust approach to growth and sustainability. This paper presents an Integrated Legal and Business Strategy Framework designed to facilitate corporate growth for Nigerian companies. By aligning legal compliance with strategic business initiatives, the framework aims to enhance operational efficiency, minimize risks, and capitalize on emerging opportunities. The framework encompasses several key components. First, it emphasizes the importance of a thorough understanding of the legal landscape in Nigeria, including relevant regulations, compliance requirements, and potential legal risks. This knowledge enables companies to navigate the complexities of the legal environment effectively, thereby reducing the likelihood of disputes and enhancing their reputation. Second, the framework advocates for the integration of legal considerations into the overall business strategy. This involves incorporating legal insights into decision-making processes, ensuring that business strategies are not only innovative but also compliant with existing laws. By doing so, companies can avoid costly legal pitfalls and foster a culture of compliance and ethical conduct. Additionally, the framework highlights the significance of stakeholder engagement. By actively involving stakeholders—including employees, customers, regulators, and local communities—in the strategic planning process, companies can build trust and improve their corporate image. This engagement is crucial for identifying potential risks and opportunities, thereby informing more effective strategies. Furthermore, the framework encourages the use of technology and data analytics to enhance decision-making processes. By leveraging data-driven insights, companies can optimize their operations, improve compliance monitoring, and adapt quickly to changing market conditions. In conclusion, this Integrated Legal and Business Strategy Framework offers a comprehensive approach for Nigerian companies seeking to achieve sustainable growth. By harmonizing legal and business objectives, organizations can enhance their competitive advantage and resilience in an increasingly complex environment. Keywords: Integrated Framework, Legal Strategy, Business Strategy, Corporate Growth, Nigerian Companies, Compliance, Stakeholder Engagement.

Strategic Planning In The Public Sector: Analyzing Its Effects On Local Government Performance

This study investigates the impacts of strategic planning, strategic types, and stakeholder involvement on the performance of Brazilian local governments. Using a sample of 286 municipalities, the research employs multiple regression analysis to evaluate how these variables influence various dimensions of organizational performance, including the management of objectives, operations, people, external relations, and overall performance. The primary goal of the study is to empirically validate the relationship between strategic planning and the performance of local governments, as well as to identify which strategic types are most effective in different contexts. Additionally, it seeks to understand the role of stakeholder involvement in the strategic planning process. The methodology included the collection of primary data through electronic surveys sent to municipal managers, as well as secondary data from the Municipal Management Index (IGM-CFA). The variables analyzed were the Strategic Planning Perception Index (IPE), strategic types (defender, prospector, reactor), and the Stakeholder Involvement Index (IEST). The results indicate that a positive perception of strategic planning is significantly associated with improvements in all areas of performance analyzed. Proactive and innovative strategies (prospectors) showed positive correlations with performance, while reactive strategies showed negative correlations. Stakeholder involvement also contributed positively to the management of objectives, operations, and people, although it showed a negative correlation with the management of externalrelations.

University Strategic Planning: A Sharing from the Vice-Chancellor

University strategic planning is essential for assuring the success of an educational institution. It is crucial to comprehend the entirety of the strategic planning process and its challenges. This study explores the vice-chancellor’s role in the strategic planning process to ensure the university accomplishes its mandate in establishing the institution. A case study was conducted at the University of Technology Sarawak as a qualitative approach. Interviews with the vice-chancellor and documentary analysis are used to gather the data. The findings demonstrated the impacts of strategic foresight, leadership excellence, task performance, staff engagement, stakeholder management and strategic revisiting in the strategic planning process to enable the institution to face internal and external challenges. Accordingly, the implication of this study relates to the critical roles of the vice-chancellor’s leadership. It offers a comprehensive view of the strategic planning process and broader ways to address its challenges.

Framework for developing entrepreneurial business models: Theory and practical application

A framework for developing entrepreneurial business models is crucial for guiding entrepreneurs from conceptualization to practical application in a dynamic market environment. This review outlines a comprehensive framework that integrates theoretical concepts with practical approaches to help entrepreneurs create robust and adaptable business models. The framework is grounded in a synthesis of contemporary entrepreneurship theories and practical insights drawn from case studies of successful ventures. It begins with a theoretical exploration of foundational business model components, including value proposition, customer segments, revenue streams, and cost structures. By leveraging established models such as the Business Model Canvas and the Lean Startup methodology, the framework provides a structured approach for entrepreneurs to design and validate their business models. A key component of the framework is its emphasis on iterative development and validation. Entrepreneurs are encouraged to employ lean principles, such as rapid prototyping and customer feedback loops, to refine their business models. This iterative process helps in adapting to market changes and customer needs, reducing risk, and improving the likelihood of success. The framework also incorporates strategic analysis tools to evaluate market opportunities, competitive landscape, and potential challenges. Practical application is emphasized through detailed guidelines and tools for each stage of business model development. This includes methodologies for conducting market research, identifying key resources and partnerships, and establishing operational processes. Additionally, the framework addresses the importance of financial planning and risk management, offering practical advice on funding strategies and contingency planning. The paper also highlights the significance of contextual factors, such as industry trends, regulatory environment, and technological advancements, in shaping business models. By incorporating these elements, the framework provides a holistic approach to entrepreneurial business model development. In conclusion, the proposed framework serves as a valuable guide for entrepreneurs seeking to develop and implement effective business models. It combines theoretical insights with practical tools and strategies, enabling entrepreneurs to navigate the complexities of the business landscape and achieve sustainable success. This approach not only enhances the strategic planning process but also fosters innovation and adaptability in an ever-evolving market environment.