Strategic Plans

They give broad guidelines towards which more detailed and specific plans are directed . The greater the time span , the greater the number of mistakes Present conditions are usually dominant in the planner 's mind when the organization initiates a plan and these may be overstressed . Also , many events are obviously unforeseen , but planning can be aided by techniques giving suggested probabilities of events taking place

The strategic architecture is closely connected with strategic intent which is a heart ' of the planning process (Hamel , Prahalad , 1996 ,

br 141 . The strategic plan cannot

be detailed because based on strategic intent it implies a particular point of view about the long-term market or competitive position that a firm hopes to build over the coining decade or so (Hamel , Prahalad , 1996 ,

. 142 . To some extent the strategic plan can be interpreted as a necessary preliminary forecast to the construction of budgets which can be used to set targets to achieve the objectives which become effective when they are set out in policies

The most important way management can contribute to growth is by systematic planning . Constant attention must be given to changing circumstances and many revisions of plans may be needed . The strategic plan cannot be detailed because it is only a bridge between resources available and organizational goals . Strategy as stretch is strategy by design in the sense that top management does have a relatively clear view of the goal line (Hamel , Prahalad , 1996 ,

. 160 . In this situation , the strategy architecture can be described as a frame for further actions according to environmental changes and market situation It is impossible to develop a detailed plan because organizations are affected by many factors which include trends relating to the general economy , political , international and industrial trends , the strength of competitors and manufacturing...