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The output of strategic planning includes documentation and communication describing the organization's strategy and how it should be implemented, sometimes referred to as the strategic plan. [10] The strategy may include a diagnosis of the competitive situation, a guiding policy for achieving the organization's goals, and specific action plans ...
The Anthony triangle [1] (also Anthony's triangle) is an organizational model. The triangle takes a hierarchical view of management structure, with many operational decisions at the bottom, some tactical decisions in the middle and few but important strategic decisions at the top of the triangle. The higher in the triangle an item is, the more ...
An operational plan is the basis for, and justification of, an annual operating budget needed to achieve an overall strategic plan. [citation needed] An operational plan draws from an organization's strategic plans to describe program missions and goals, program objectives, and program activities. While an operational plan may differ depending ...
Strategic planning is analytical in nature and refers to formalized procedures to produce the data and analyses used as inputs for strategic thinking, which synthesizes the data resulting in the strategy. Strategic planning may also refer to control mechanisms used to implement the strategy once it is determined. In other words, strategic ...
In business, operational objectives (also known as tactical objectives) are short-term goals whose achievement brings an organization closer to its long-term goals. [1] It is slightly different from strategic objectives, which are longer term goals of a business, but they are closely related, as a business will only be able to achieve strategic objectives when operational objectives have been ...
Strategic control is the process used by organizations to control the formation and execution of strategic plans; it is a specialised form of management control, and differs from other forms of management control (in particular from operational control) in respects of its need to handle uncertainty and ambiguity at various points in the control process.
In both instances, the elements of feedback are present, but organizational control tends to review and evaluate the nature and arrangement of components in the system, whereas operational control tends to adjust the daily inputs. The direction for organizational control comes from the goals and strategic plans of the organization.
In management, a strategy map is a diagram that documents the strategic goals being pursued by an organization or management team.It is an element of the documentation associated with the Balanced Scorecard, and in particular is characteristic of the second generation of Balanced Scorecard designs that first appeared during the mid-1990s.