Successful Strategic Planning Research Articles

Strategic planning and investment analysis for affordable housing: Enhancing viability and growth

Strategic planning and investment analysis are critical to enhancing the viability and growth of affordable housing projects. As urban populations rise and housing affordability challenges persist, effective strategies are needed to ensure that affordable housing developments are both financially viable and scalable. This paper explores key aspects of strategic planning and investment analysis in the context of affordable housing, emphasizing their role in fostering sustainable growth and maximizing impact. Strategic planning involves setting clear objectives, identifying key success factors, and developing actionable plans to achieve desired outcomes. In affordable housing, this includes assessing local housing needs, understanding market dynamics, and aligning development goals with community priorities. Effective strategic planning ensures that housing projects are responsive to the needs of low- and moderate-income populations while addressing broader urban development goals. Investment analysis plays a crucial role in determining the financial feasibility and sustainability of affordable housing projects. This includes evaluating funding sources, estimating costs, and projecting financial returns. Key components of investment analysis include financial modeling, risk assessment, and scenario planning. By employing robust analytical tools, stakeholders can identify potential financial challenges and opportunities, optimize resource allocation, and ensure that projects are financially sound. Case studies from various regions highlight successful strategic planning and investment practices. For instance, the Low-Income Housing Tax Credit (LIHTC) program in the United States has demonstrated how targeted investment incentives can stimulate the development of affordable housing while achieving financial and social returns. Similarly, initiatives in European countries have illustrated the importance of integrating strategic planning with innovative financing mechanisms to address housing shortages. Despite these successes, challenges remain, including securing adequate funding, navigating regulatory environments, and managing project risks. Addressing these challenges requires a collaborative approach involving government agencies, private investors, and community organizations. By leveraging strategic planning and investment analysis, stakeholders can enhance the viability and growth of affordable housing projects, ultimately contributing to more sustainable and inclusive urban development. In conclusion, strategic planning and investment analysis are essential for advancing affordable housing initiatives. They enable stakeholders to navigate complex financial landscapes, mitigate risks, and achieve long-term goals, fostering the growth of affordable housing and improving housing stability for underserved populations.

Examining the Intersection of Strategic Thinking and Continuous Process Improvement Through the Lens of Military Medical Education to Build a Novel Model.

In 2020, the U.S. Air Force School of Aerospace Medicine hired its first civilian dean since its founding in 1918, tasked with building the school's first strategic plan to modernize and improve the institution. Using a combination of military continuous process improvement and academic strategic thinking, the dean produced a highly successful strategic plan. However, its resource-heavy and time-consuming methodology made it difficult to replicate. This study aimed to create a novel and streamlined strategic planning model that combined best practices from continuous process improvement and strategic thinking without redundancy. A qualitative descriptive case study was used to analyze the detailed efforts through content analysis of 150 pages of documentation. A hybrid approach to coding uncovered 44 deductive codes and 5 inductive codes from 10 strategic tools. Results indicated a converging relationship between all strategic processes tested-strategic planning, strategic thinking, and continuous process improvement and their associated tools. A five-step model called the Triple "O" OODA Loop was created, combining best practice tools from strategic planning (purpose trident and SWOT analysis or strengths, weaknesses, opportunities, and threats), strategic thinking (Hot Spots scale and GOST framework or goals, objectives, strategies, and tactics) and continuous process improvement (phases 6-8).

STRATEGIC PLANNING OF REGIONAL DEVELOPMENT IN THE DIGITAL ENVIRONMENT

As of today, it is crucial for Ukraine to implement a comprehensive system of state strategic planning. This will facilitate the country's rapid development and positioning of Ukraine in leading positions in the world. The impact of digital development in all areas has changed the way society and government communicate. The scale of digital change in society is enormous, and digitalization can be seen as a catalyst for new paradigms, concepts, and approaches to strategic planning for the country's development. Successful strategic planning and public administration organizations determine the comfort of citizens' lives and strengthen the competitiveness of the region.

A STUDY ON THE EVALUATION OF FINANCIAL PERFORMANCE OF POST- MERGER AND PRE-MERGER OF CANARA BANK USING EAGLE AND CAMEL MODEL

A STUDY ON THE EVALUATION OF FINANCIAL PERFORMANCE OF POST- MERGER AND PRE-MERGER OF CANARA BANK USING EAGLE AND CAMEL MODEL

УПРАВЛЕНИЕ ДАННЫМИ И АНАЛИТИКА: ИСПОЛЬЗОВАНИЕ ИНФОРМАЦИИ В РАЗРАБОТКЕ СТРАТЕГИЧЕСКИХ РЕШЕНИЙ

This scientific article addresses the pressing issue of data management and analytics in contemporary business. It outlines the significance of data collection, storage, processing, and analysis in the context of strategic decision-making for companies and organizations. The article presents methods and tools for data management and provides examples of successful data utilization in strategy development and gaining competitive advantages. This work emphasizes that data management and analytics are integral components of modern business and pivotal elements in successful strategic planning.

Strategic Succession Planning and Continuity of Family Businesses in South East Nigeria

Strategic Succession Planning and Continuity of Family Businesses in South East Nigeria

Successful strategic planning.

5 ideas for engaging clinical nurses in the strategic planning process.

A framework for shared leadership: A perspective on strategic planning for academic libraries

Strategic planning is frequently dismissed by employees because it does not seem to result in any real change or impact in the library. The failure of strategic planning processes can be attributed to a lack of shared leadership. Shared leadership encourages the development of strategic thinking, problem solving, dialogue, and shared vision, all of which are required for a successful strategic planning process. This article discusses the development of shared leadership and its impact on planning.

Prospects for the development of strategic planning of enterprise activities

The article is devoted to the essence of strategic planning and the importance of its use at the enterprise in the implementation of its activities. The advantages of strategic planning of the company's activities, which are manifested due to the nature of the tasks solved at the same time, as well as the methods of their solution, are analyzed. It is proven that strategic management includes three components: strategic planning, strategy implementation, strategic control. It is described that one of the main goals facing the strategic planning of the enterprise is to ensure existing advantages and create new opportunities by coordinating the actions of managers. It follows from this that strategic planning is one of the important aggregate elements of the entire management process at the enterprise. The sequence for the formation of strategic planning goals for improving competitive positions in the enterprise environment is given. In accordance with the practice of global enterprises, it is highlighted that the implementation of strategic development plans at the enterprise helps to increase its financial and economic success in foreign markets, which leads to the strengthening of the efficiency of the economic growth of the company. A successful strategic plan can be considered a system of measures that leads to effective adaptation of the enterprise to the conditions of the external market environment. The main stages of the strategic planning process are considered, which allow the implementation of measures necessary for the long-term development of the strategic planning of the enterprise's activities into the enterprise management system.

Формування механізму адаптивного стратегічного планування для підприємств транспорту

The distorted idea of entrepreneurs about the essence and significance of the application of strategic planning leads to the lack of development of effective mechanisms for its implementation. This issue is especially acute for transport enterprises that depend on production-technological and marketing changes occurring not only in transport, but also in other sectors of the national economy. The presence of a significant arsenal of strategic planning tools developed by Western scientists requires their adjustment, adaptation and modification for use by Ukrainian enterprises. The article draws attention to the fact that the issue of the mechanism of strategic planning at the enterprise, being a socioeconomic unit, becomes topical in the present day reality. It is mainly covered at the level of hromadas, regions or the State as a whole, but is rarely considered in the plane of enterprises. The analyzed approaches of domestic scientists to the formation of the mechanism of strategic planning at enterprises indicate a limited use of the existing strategic planning tools, which focuses on the use of one method and the absence of the necessary components of the mechanism with a certain interoperability and interconnection among them. Such an approach is non-rational and ineffective given the difficult and changing conditions of operation of enterprises. With attention to the above, an adaptive strategic planning mechanism for transport enterprises has been formed, which is designed to coordinate the stages of strategic planning and determine the instruments to take into account the maximum number of factors, as well as form directions on the way to ensuring competitive activities, increase financial stability, overcome insolvency and stagnant processes in the activities of the enterprise taking into account environmental changes. The main components of the proposed mechanism are the strategic planning process itself, based on the principles, components and objectives of strategic planning and taking into account the prerequisites for the occurrence of threatening situations; comprehensive monitoring of the company’s activities, covering system analysis, determination of strategic priorities and influence of factors of the external and internal environment; defining the horizon of strategic planning, which provides for the development of medium, long-term and two-term plans; calculation of forecast indicators according to the indicator system and their adjustment in case of changes in the influence factors; evaluation of the efficiency of the strategic plan. The presence of these components is the key to successful strategic planning and implementation of strategic programs.

Metodologije spremljanja cen gozdnih lesnih sortimentov v izbranih državah

Monitoring the development of forest wood assortment prices is important for successful strategic planning, especially in the event of sudden changes in the wood market and in the implementation of trade policy. Revenue from forest wood assortment sales remains the most important criterion influencing the activity of forest owners or managers in intensifying forest management. The article presents data sources for prices of forest wood assortments in Slovenia and selected European countries and describes the main features of individual methods of collecting roundwood prices. After reviewing each of the methods used to collect prices for forest wood assortments, it was found that they differ from each other. In order to monitor the roundwood market, it is necessary to know and consider the criteria for defining the individual or group of forest wood assortments that are included in the statistics. However, caution should be exercised when comparing prices between individual sources, as the naming and classification of forest wood assortments varies from country to country and, in some places, from region to region. The article also compares prices for quality class B spruce logs among five different data sources for Slovenia, Austria, Germany, and the Czech Republic.

Preserving Socioemotional Wealth of Small and Medium-Sized Family Businesses: A Propose Framework

Family businesses are found to acquired non-economic goals as compared to their business counterparts. Nevertheless, small and medium-sized family businesses are found to be facing challenges such as limited inter-knowledge sharing, lack of strategic succession planning and technology adoption that might hinder their goals achievement and sustainability. Thus, this research aims to propose a framework as to preserve the socioemotional wealth of small and medium-sized family businesses through family resources and capability such as knowledge sharing, succession planning and technology readiness. This study also proposes to test the moderating role of technology readiness in the relationship of knowledge sharing and succession planning toward socioemotional wealth of small and medium-sized family business.

Interim CFO Successions: A Governance Failure or Strategic Succession Planning?

Interim CFO Successions: A Governance Failure or Strategic Succession Planning?

Measures to Control the Transmission of COVID-19 in South Korea: Searching for the Hidden Effective Factors.

The experiences of South Korea in controlling the transmission of COVID-19 (coronavirus disease-2019) is valuable as a successful strategic plan. However, this research aimed to investigate the effective factors in this process from different perspectives. Based on an analysis of the available information and statistics published by the government, World Health Organization, and local organizations, this research was searching for not only the effective approaches in controlling the transmission but also the effective factors that roots in Korean cultural background and lifestyle. The critical points in controlling the virus transmission in Korea have been to respond promptly, besides of designing an active system of tracing, and early detection. The supply chain management prevented any shortage on the required products. Advanced technology guaranteed the safety of the medical facilities. However, another efficient factor was the Korean social and cultural background, besides the national solidarity. The findings highlight that the mechanisms that help South Korea fight in controlling the transmissions of the pandemic were in line with the World Health Organization's recommendation. However, South Korea gained advantages from other factors that have roots in their social interactions, cultural background, and the well-established and advanced IT systems that enabled the government to manage the outbreak of COVID-19.

Strategic Planning in the Construction Companies in Oman

This research aims to evaluate the role of strategic planning in construction companies in Oman and to know to which level the strategic planning is used in this sector as well as the efficiency of that use in the different sizes of companies. There will be an evaluation of the components of strategic planning as well as the success factors in strategic planning with a brief focus on the challenges of strategic planning. One very important factor for each organization to stay strong is to have a successful strategic planning. The successful strategic planning needs some key factors to achieve true success. These factors will be investigated in this research.

Recent Advancements in the Life Cycle Analysis of Lignocellulosic Biomass

In context of progressive depletion of fossil fuel assets along with an accelerating rise in global energy consumption and greenhouse gas (GHG) emissions, energy production from bio-renewable and sustainable sources has gained great significance. Lignocellulosic biomass, abundantly available and inexpensive feedstock, provides incredible potential as raw materials for the large-scale production of biofuels. It is meaningful to estimate the environmental footprints from cradle-to-grave to determine the optimal biofuel strategies. Life cycle assessment (LCA) is an integrative approach incorporating the economic and ecological impacts in a production chain and has been widely adopted to a large number of renewable energy production systems. It provides a comprehensive insight into the interactions between the environment and anthropogenic activities and thus implementing successful strategic planning. Life cycle or cradle to grave assessment approach of lignocellulosic biomass briquettes holds significant importance to evaluate the influence of bioproduction processes. This review briefly presents the significance of lignocellulosic biomass as a potentially attractive feedstock for biofuels production. Particular emphasis has been devoted to analyze the entire life cycle analysis of bioprocess, including different pre-treatment processes employed in biofuels production, that is necessary to achieve its practical implementation.

Successful Strategic Plan Implementation in Public Organizations: Connecting People, Process, and Plan (3Ps)

Abstract Strategic planning (SP) remains the dominant approach to strategy formulation at all levels of government, and it is an enduring topic of public administration research and practice. Simultaneously, little is known about the conditions under which strategic plans are successfully implemented in government. This Viewpoint essay provides evidence‐based recommendations from SP initiatives in Flemish municipalities using multi‐informant and multisource survey data. It shows that successfully implementing strategic plans is influenced by the people, process, and plan (3Ps) underlying SP. Involving creators in SP helps make the SP process more informed. An informed SP process that includes constructive conflict helps induce high‐quality strategic plans. High‐quality strategic plans contribute to successful strategic plan implementation. Practitioners are encouraged to consider SP not as a one‐size‐fits‐all solution to strategy formulation, but as an approach in which variation in people, process, and plan influences implementation success.

Challenges to strategic planning in public institutions

PurposeA strategic plan is a document used to communicate an organisation’s goals and the actions needed to achieve those goals. Strategic planning in public organisations promotes timely decisions, enhances the management of limited resources in a more rational manner, improves service delivery and induces greater satisfaction of customers. The purpose of this paper is twofold: first, to critically examine the strategic planning challenges facing the Department of Telecommunications and Postal Services (DTPS), and how these impact organisational performance; second, to identify strategies that can be implemented to enhance strategic planning and performance management in the DTPS.Design/methodology/approachThis paper used a qualitative case study design with the aid of document analysis to provide insight into the research questions.FindingsThe paper concludes that public institutions such as the DTPS face a plethora of challenges that militate against successful strategic planning and implementation. A major challenge is resistance to change arising from a desire to maintain the status quo. This paper argues that it is important to promote strategic planning, and aligning organisational objectives with performance in public institutions.Research limitations/implicationsThis study is based on documentary research and therefore its findings may lack current findings that would have emerged from direct interviews.Practical implicationsThis research contributes towards efforts being made to make strategic planning and implementation effective and credible in public institutions especially in sub Saharan Africa.Originality/valueIn many South African public institutions, strategic planning is viewed as the work of top management, a misconception which compromises service delivery. In addition, strategic planning has been implemented as a direct attempt to inhibit poor budgetary planning and corruption in procurement systems, and in order to effectively manage public resources. There is a need for the department to conduct regular skills development programmes, uproot top-level bureaucracy, and increase innovation, monitoring and evaluation of organisational activities.

The process of succession and its impact on sustainability: an empirical study within family wineries in Cyprus

Undoubtedly, two of the most critical drivers for business competitiveness are innovation and sustainability. Businesses and especially small and medium sized enterprises (SMEs) are facing many challenges in an increasingly dynamic and volatile marketing environment. In such an environment, innovation and sustainability become strategic tools for competitiveness and future development. Faced with major new challenges in a rapidly evolving world market, SMEs operating in the wine sector and especially those that are family-owned, need to reconsider their strategic options in terms of succession, since their unique nature and characteristics pose challenges for their sustainability. Sixteen in-depth semi-structured face-to-face interviews with representatives from six Cypriot family-owned wineries were carried out with the aim of understanding whether family wineries engage in formal and strategic succession planning in order to sustain their market share and foster innovation and growth. The study revealed that succession is a fundamental factor for the sustainability of the family wineries and in general the growth of the Cyprus wine sector.

Improving Quality Management in Higher Education Institutions in Developing Countries through Strategic Planning

The objective of the paper was to provide an overview of strategic planning and how a Strategic Plan (SP) can be developed and implemented effectively in Higher Education Institution (HEIs) in developing countries for continuous quality improvement. Related literature was reviewed and analysed using the narrative synthesis approach. It was established from the review that a SP serves as a framework for determining the quality path a HEI should chart to achieve its desired future. Advantages of strategic planning include; providing opportunity for relevant constituencies to participate in institutional governance, synchronising plans towards achieving institutional goals; prioritising for efficient allocation of resources, and engaging stakeholders for collective ownership of institutional agenda. SPs are developed based on internal and external environmental scan for institutional strengths, weaknesses, opportunities, and threats; and aligned with institutional mission, vision, values, and goals. Issues for consideration in strategic planning may include academic (teaching, research, and extension) matters, institutional governance, finance, infrastructure, Information and Communication Technology, human resource, institutional advancement and internationalisation. Challenges in planning and implementation of SPs in HEIs in developing countries include resource constraints, inadequate expertise and commitment, as well as resistance to change. For effective implementation of a SP, there should be an implementation plan that details who should do what at what time and with which resources. Successful strategic planning and implementation of the Plan depend on commitment of and collaboration among qualified planners, implementers, monitors, evaluators and other relevant stakeholders.