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Christ The King College: Deus Meus Et Omnia Calbayog City

This document contains a student's assignment on strategic planning from Christ the King College. It discusses various types of strategizing, including adaptive, creative, and rational strategizing. It also provides details on SWOT analysis, including its origins in the 1960s and how it is used to analyze strengths, weaknesses, opportunities, and threats for strategic planning purposes.

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Ryan Barrel Zubiaga
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78 views

Christ The King College: Deus Meus Et Omnia Calbayog City

This document contains a student's assignment on strategic planning from Christ the King College. It discusses various types of strategizing, including adaptive, creative, and rational strategizing. It also provides details on SWOT analysis, including its origins in the 1960s and how it is used to analyze strengths, weaknesses, opportunities, and threats for strategic planning purposes.

Uploaded by

Ryan Barrel Zubiaga
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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CHRIST THE KING COLLEGE

Deus Meus Et Omnia


Calbayog City
GRADUATE SCHOOL

SUBJECT Strategic Planning (Education 207)


NAME OF
RYAN B. ZUBIAGA
STUDENT
LECTURER DR. PEDRO S. VARGAS

Strategizing

It includes all practical actions performed by people to devise long-term goals (mission, vision),
plans (strategies), course of action (processes, structures). Strategizing is very common in industry,
business, military, politics and government. Strategizing is strongly connected to strategic thinking.
Managers should think strategically of all important areas of company development to achieve long term
objectives and success.

Strategizing remains in close connection with the decision making process. This connection


occurs already at the stage of formulation of the objectives of the company, acceptance of different
strategies and, finally, in monitoring of their implementation. Strategizing should be an integral part of
the management of the company and, must take into account the limitations imposed by: conflicting
interests, financial barriers, resource constraints, lack of information, strategic potential, lack of
competence, the expected change in an environment, competition, etc. Manager thinking strategically
underscores practical perspective of strategic planning and organizational design. It is usually done by
managerial elites having expertise and interests that strongly influence the nature of business strategy
and organization. It should be noted, that strategizing is also performed by middle managers, management
consultants, corporate planners, OD professionals, etc. Among those disparate classes of actors involved
in strategic planning several strategic conversations takes place, which lead to common understanding
and creation of unique corporate strategy. Because of this, high level of communication skill is needed
during strategize session in every complex group of people.

Adaptive Strategizing

Adaptive or agile strategy, is about recognizing that separating strategy formulation and
implementation into two sequential phases is a poor approach in a fast-changing, complex environment
and that a more dynamic, adaptive, agile approach is needed where formulation and implementation is an
iterative, interactive process.

Creative Strategizing

A creative strategy is sort of like an itinerary or a plan of what is going to happen so that you can
see what is going on. Another reason that creative strategies are important is that they provide a visual
representation of what the advertising plan is going to accomplish. It can be difficult to understand what
this or that means when it is explained in words but with a visual representation, it can be much easier to
really see what is going on. It can help those that may not be able to understand with words to know what
is going on and what the end goal for any advertising campaign really is.
Lastly, a good creative strategy provides a benchmark system so you can really see what the advertising
campaign has accomplished so far, what it is set to accomplish, and how the course of the campaign is
going to unfold as it progresses. It really provides a plan for what is going on so that you can see what is
happening and what is going to happen as well.

Rational Strategizing

The rational approach demonstrates that the actual preparation of a strategy is as a result of a
clear direction that the entity wants to take as well as various forms of appraisals. The Rational Approach
to strategy shows that the SWOT analysis is a very helpful tool in determining what your competitive
advantage is or what must be done to gain a competitive advantage.

The downfall to a SWOT analysis is that even though it looks simple enough, an entity usually
makes use of experts to perform it. This is also why the Rational Approach is not always appropriate for a
Small or Medium Enterprise (SME). However, if your entity decides not to follow the Rational Approach
to strategy, a SWOT analysis is helpful even when setting a less rigid strategy.

SWOT Analysis

The genesis of the SWOT approach to strategic planning is usually attributed to Albert S.
Humphrey during his tenure with the Stanford Research Institute. Before he died in 2005, Humphrey
wrote a brief history of SWOT development. He indicated that it was initiated in 1960 because long-range
planning approaches were not working properly. The research team interviewed 1,100 organizations and
had 5,000 executives complete a 250-item questionnaire. The approach was originally called SOFT
(Satisfactory, Opportunity, Fault, and Threat) but after subsequent adaptations by a number of consultants
and academics, it evolved into SWOT. There are devotees of SWOT that believe it originated at Harvard
Business School under the guise of Albert Smith, Roland Christensen, and Kenneth Andrew. See
Humphrey (2005); Panagiotou (2003). Even though the SWOT technique can trace its roots to the 1960s,
it is still an important and useful tool that is constantly evolving and improving to deal with the ever-
increasing complexity of contemporary markets.

The objective of a SWOT analysis is to facilitate the development of a strategy in starting a new
venture or large-scale project, completing a large-scale project and diagnosing deficiencies in an existing
organization by taking its temperature in a particular environmental context. A SWOT diagram consists
of four quadrants. The upper two quadrants relate the internal strengths and weaknesses of the
organization. The bottom two quadrants relate to the external organizational environment in terms of the
opportunities and threats faced by the organization in the marketplace.

One of the benefits of SWOT is that it can be used to analyze the organization as well as the
organizational environment in order to identify areas of competitiveness and areas that need attention. It
is a very useful tool for looking inside and looking outside to identify the state of the organization and the
competitive environment. In an ideal situation, it draws on organizational constituencies and scans the
external environment for opportunities and threats. Several examples of how SWOT can be used to
analyze the strategic context are presented below.

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