一個戰略計劃和銷售計劃放在你的營銷計劃轉化為行動，是實施工作的馬的商業計劃。 本文從戰略規劃和銷售過程分為十個部分，其中提出在特定的，積木式的順序。

潛在的問題和公司目標：一是確定和排名您的潛在問題在你的公司運營。 有了您發現的問題和排名的重要性和嚴重性，可以開發公司的目標，盡量減少和管理方面所確定的問題，強調公司的優勢。

風險分析：當有可能發生的問題？ 你能做些什麼，以減輕潛在的風險和問題？ 您將如何處理這些問題呢？ 風險分析著眼於如何你可以把問題轉化為機遇，這 parlays進入下一節。

公司戰略，戰略戰術和程序：一是制定你的戰略，那麼有關的戰略戰術，然後由此產生的戰略方案。 戰略是重點和關鍵因素，包括區分你的公司和最預計將有助於你的成功。 重要的是你的公司戰略相輔相成這樣你就不會發送您的企業在不同的方向。 戰略戰術是用來執行戰略，並涉及到具體的戰略。 戰略計劃的具體業務活動，有具體的日期，分配職責和發展預算。 項目涉及到具體戰術的具體策略。

銷售策略：制定銷售策略，因為它涉及到具體的營銷策略。 建立了不同的銷售方式和渠道。 確定您的銷售過程和目標。

銷售計劃：銷售計劃涉及您的銷售策略將如何實施。 你應該有系統的地方來衡量戰略的實施，並支持你的銷售工作。

戰略聯盟和合資企業：定義你的聯盟和夥伴關係的基石。 制定合作營銷和發展機會。 找出任何固有的風險。

滾動方式經營預算：經營預算是一個規劃和控制機制，可以幫助您開發的銷售預測。 它應該是一個滾動的基礎上，外向型為一年，格式按月。 重要的是你的業務預算反映了你的戰略規劃目標。

銷售預測：根據您的銷售策略和方案，並考慮你的業務預算，制定三至五年預計銷售預測。 這種銷售預測將用於開發您的詳細損益表你的商業計劃。 這是非常重要的關聯如何你的銷售預測涉及到你的市場分析，市場細分，營銷策略和銷售策略。

里程碑表：提供你的公司未來的目標，階段性目標和相應的策略，以及營銷和銷售計劃的部署。

控制機制：什麼機制控制每個關鍵技術和資源都提供給你？ 是直接擁有必要的資源和技能，也可以外包，他們在什麼節約成本？ 這些只是一些問題解決在確定控制機制的戰略計劃的資源。

戰略規劃是這樣一個重要組成部分運行一個成功的企業，我強烈建議保留一個有經驗的業務顧問，以確保您的戰略計劃是有效地發展，最重要的是，有效地實施整個公司的運營。 在您的戰略計劃的實施，有經驗的商業顧問還可以幫助您確保戰略停留在軌道，達到其目標，並根據需要進行調整，由於市場變化和不可預見的問題的事件。

弗蘭克Goley工程ABC商務諮詢 ，是專家在制定和實施商業計劃，營銷計劃和戰略計劃。

戰略計劃失敗的原因

有很多原因的戰略計劃失敗，特別是：

• 當公司無法了解客戶。
• 背後的動機顧客購買。
• 真正潛力的產品。
• 不足或不正確的營銷研究
• 未能預測環境的反應
• 反應和計劃的競爭對手。
• 競爭力的品牌。
• 價格戰。
• 政府干預？
• 高估的資源能力。
• 能否人員，設備和工藝處理的新戰略。
• 如果不開發新的員工和管理技能。
• 未能協調。
• 報告和控制關係並不足夠。
• 組織結構不夠靈活。
• 未能獲得高級管理層的承諾。
• 未能獲得參與管理權從一開始。
• 公司未能獲得足夠的資源來完成任務。
• 未能獲得員工的承諾。
• 缺乏很好地解釋新的戰略，員工。
• 缺乏對工人給予獎勵擁抱新戰略
• 低估的時間要求。
• 沒有完成的關鍵路徑分析。
• 不按照該計劃。
• 不循經初步規劃。
• 沒有對計劃的進展跟踪。
• 沒有後果以上。
• 故障管理的變化。
• 認識不足，內部電阻發生變化。
• 缺乏遠見的進程之間的關係，技術和組織。
• 通訊障礙。
• 缺乏利益相關者之間的信息共享。
• 排除利益相關者和代表。

限制戰略管理

雖然方向感很重要，它也可以殺死創造力，尤其是如果它是嚴格執行。 在一個不確定的，模糊的世界，更重要的靈活性，可以比一個剛性的戰略羅盤。 當戰略變得內化為企業文化，它可以導致群體思考。 它也可能導致一個組織定義本身過於狹窄。 一個例子這是營銷近視。

許多理論的戰略管理往往只經過短暫的人氣。 這些理論的總結從而不可避免地呈現生存偏差（本身就是一個區域的研究戰略管理）。 很多理論往往不是過於狹窄重點建立完整的企業戰略，或過於籠統和缺乏有細節過於抽象，以適用於具體情況。 民粹主義或faddishness可以有一個影響特定理論的生命週期，並可能會看到應用程序不適當的情況下。 看企業流行的管理理念和理論觀點的一個比較關鍵的管理理論。

2000年，加里哈默爾是第一個使用這個詞來解釋戰略趨同的有限範圍的戰略對手正在使用中大大尷尬的情況。 他誇張的感嘆戰略銜接 ，因為比較成功的企業盲目實施像一個模板，使他們不明白，戰略過程包括設計自定義策略的具體每個情況。

關於作者

凱Z.商標是一個狂熱的作家和追隨者的發展，在打印小冊子或宣傳冊印刷行業，幫助企業在市場營銷和廣告活動。

戰略規劃是一個組織的過程，確定其戰略或方向，並作出決定的分配資源來實現這一戰略，包括資本和人民。 各種商業分析技術可以用在戰略規劃，包括SWOT分析（優勢，弱點，機會和威脅），PEST分析（政治，經濟，社會和技術），轉向分析（社會文化，科技，經濟，生態和法規因素），並 EPISTEL（環境，政治，信息學，社會，科技，經濟和法律）。

戰略規劃是正式考慮組織的未來走向。 所有的戰略規劃涉及至少三個關鍵問題：

1。 “我們該怎麼辦？”
2。 “為誰做呢？”
3。 “我們如何練成？”

在企業戰略規劃，一些作者短語的第三個問題是“我們怎樣才能打敗或避免競爭？”。 （布拉德福德和鄧肯，第1頁）。 但是，這種方法更關心擊敗競爭對手比約表現出色。

在許多組織中，這被看作是一個過程確定其中一個組織將在未來一年 - 更典型 - 3至5年（長期），雖然有些延長到20年他們的視野。

為了確定它是怎麼回事，該組織需要確切地知道它的立場，然後再確定它想要去的地方，以及如何將到達那裡。 由此產生的文件稱為“戰略計劃”。

這也是事實， 戰略規劃可能是一個工具，有效地繪製方向的公司，但是，戰略規劃本身不能預言究竟如何，市場將演變，哪些問題會浮現在未來的日子裡，以規劃您的組織策略。 因此，戰略創新和擺弄的“戰略計劃”已經成為一個基石戰略組織生存的動盪的商業環境。

遠景陳述，使命陳述和價值觀
遠景 ：定義所需的或擬未來狀態的一個組織或企業而言，其根本目的和/或戰略方向。 願景是一個長遠的觀點，有時描述組織如何想的世界中，它的運作是。 例如，一個慈善機構與窮人可能有一個願景聲明，稱“沒有貧困的世界”

任務 ：定義的根本目的，組織或企業，簡明扼要地說明為什麼它的存在和它做什麼，以實現其願景。

它有時被用來設置了“圖片”的組織在未來。 一個任務書規定的細節是什麼做，回答了這個問題：“我們該怎麼辦？”例如，慈善機構可能提供“在職培訓為無家可歸者和失業者”

價值觀 ：信仰之間共享的利益相關者的組織。 價值驅動組織的文化和優先事項，並提供一個框架，使決策的。 例如，“知識和技能是成功的關鍵”或“授人麵包和餵他一天，但教他到農場和飼料他終身”。 這些例子可以設置優先級值的自給自足了棲身之所。

戰略 ：戰略狹義定義，是指“一般的藝術”（從希臘stratigos）。 相結合的兩端（目標）為其公司正在努力和手段（政策），其中它正在尋求到那裡。

有時組織的目標和目的概括為一個使命聲明和/或視力表。 其他人開始用理想和使命，並利用它們制定的目標和目的。

儘管存在著共同的任務是非常有用的，很多戰略問題專家的要求以書面使命陳述。 然而，有許多型號的戰略規劃，開始與使命宣言，因此它是非常有用的檢查它們在這裡。

*告訴你的使命宣言的根本宗旨的組織。 它定義了客戶和關鍵工序。 它告訴你所需的性能水平。

*願景聲明概述了該組織希望得到，或它是如何想的世界中，它的運作是。 它集中於未來。 這是一個靈感的源泉。 它提供了明確的決策標準。

一個優勢是擁有一個聲明，它創造的價值為那些誰得到暴露在聲明中，和那些前景是經理，員工，有時甚至客戶。 語句創建一個方向感和機會。 他們都是必不可少的一部分，該戰略的過程。

很多人誤以為視力表的任務書，有時一個是簡單地作為一個長期的版本，其他。 視覺應該說明為什麼它是重要的任務來實現。 願景語句定義的目的或目標的更廣泛的被存在或在業務，並且可以保持幾十年，如果製作的好。 一個更具體的任務說明是哪些企業可以實現本身。 遠景應說明將實現在更廣泛的領域，如果組織和其他人都成功地實現各自的任務。

任務說明可以像一個視力表在少數企業，但可以是一個嚴重的錯誤。 它可以迷惑人。 任務書可以激勵人民實現既定目標，即使它們伸展的目標，只要它可以闡明在SMART（具體，可衡量，可實現，相關和有時限的）條件。 使命陳述提供了一個路徑，實現目標符合自己的價值觀。 這些陳述有直接關係的底線，成功的組織。

哪個先？ 使命陳述或視力表？ 這就要看。 如果你有一個新的開始創業，新的方案或計劃，以重新設計當前的服務，那麼視力將指導任務書，其餘的戰略計劃。 如果你有一個既定的企業裡的任務是確立，那麼多次，任務引導視力表，其餘的戰略計劃。 無論哪種方式，你需要知道你的根本目的 - 使命，在當前情況而言的內部資源和能力（長處和/或缺點）和外部條件（機會和/或威脅），並在您想要去的 - 在對未來的憧憬。 重要的是，你保持期望的結果最終還是從一開始就在眼前。[引證需要]。

特點有效視力表包括：

*缺乏清晰和模糊
*生動的畫面清晰
*描述的美好未來
*難忘的，引人入勝的措辭
*現實的期望
*定位與組織的價值觀和文化

要成為真正有效的，組織願景陳述必須（理論狀態）成為吸納進組織的文化。 領導者有責任溝通的眼​​光經常，創建敘述，說明視覺，擔任角色模型所體現的理想，創造短期目標相適應的理想，並鼓勵其他人手藝自己的個人願景兼容與組織的總體設想。 此外，任務說明需要必須通過內部評估和外部評估。 內部評估應著眼於如何在組織內部成員解釋他們的使命陳述。 外部評估 - 包括所有的企業利益相關者 - 是有價值的，因為它提供了不同的觀點。 這些差異這兩者之間的評估可以提供洞察力對組織的使命宣言的有效性。

另一種辦法，明確願景和使命是提出兩個問題。 首先，“什麼願望機構是否有對世界中的工作，具有一定的影響力？”，並按照從此，“什麼可以（和/或不）組織做或有助於實現這些願望？” 。 簡潔的回答第一個問題提供了基礎的遠景聲明。 答案的第二個問題決定了使命。

戰略規劃綱要
籌備階段的商業計劃依賴於規劃。 第一章業務計劃，包括分析現狀和市場營銷戰略和目標計劃。

分析當前的情況 - 過去的一年

*商業趨勢的分析
*市場分析
*競爭分析
*市場細分
*營銷組合
* SWOT分析
*定位 - 分析的看法
*資料來源

市場營銷戰略與計劃目標 - 明年

*營銷戰略
*所需的市場細分
*所需的營銷組合
* TOWS的目標，結果的SWOT
*位置與感性的差距
*每年的銷售預測

據 Arieu，“有戰略的一致性，當一個組織的行動是一致的期望與管理，而這些又是與市場和上下文”（SK沙曼在人力資源管理：一個戰略方針就業）

方法
有許多方法，但通常是一個戰略規劃三個步驟可用於：

*現狀 - 評估當前的形勢和如何這麼來的。
*目標 - 明確目標和/或目標（有時也被稱為理想的狀態）
*路徑 - 一個可能的路線圖的目標 /目標

一種替代方法是所謂的抽獎，請思考

*繪製 - 什麼是理想的圖像或理想的最終狀態？
*見 - 什麼是今天的局面？ 什麼是理想的差距，為什麼？
*思考 - 什麼必須採取具體行動之間的差距結束今天的情況與理想狀態？
*計劃 - 哪些資源需要執行的活動？

另一種方法來繪製，請思考方式稱為見思考繪製

*見 - 什麼是今天的局面？
*思考 - 明確目標 /目標
*繪製 - 地圖路線實現的目標 /目標

In other terms strategic planning can be as follows:

* Vision – Define the vision and set a mission statement with hierarchy of goals and objectives
* SWOT – Analysis conducted according to the desired goals
* Formulate – Formulate actions and processes to be taken to attain these goals
* Implement – Implementation of the agreed upon processes
* Control – Monitor and get feedback from implemented processes to fully control the operation

Situational analysis
When developing strategies, analysis of the organization and its environment as it is at the moment and how it may develop in the future, is important. The analysis has to be executed at an internal level as well as an external level to identify all opportunities and threats of the external environment as well as the strengths and weaknesses of the organizations.

There are several factors to assess in the external situation analysis:

1。 Markets (customers)
2。 比賽
3。 技術
4。 Supplier markets
5。 Labor markets
6。 The economy
7。 The regulatory environment

It is rare to find all seven of these factors having critical importance. It is also uncommon to find that the first two – markets and competition – are not of critical importance. (Bradford “External Situation – What to Consider”)

Analysis of the external environment normally focuses on the customer. Management should be visionary in formulating customer strategy, and should do so by thinking about market environment shifts, how these could impact customer sets, and whether those customer sets are the ones the company wishes to serve.

Analysis of the competitive environment is also performed, many times based on the framework suggested by Michael Porter.

Goals, objectives and targets
Strategic planning is a very important business activity. It is also important in the public sector areas such as education. It is practiced widely informally and formally. Strategic planning and decision processes should end with objectives and a roadmap of ways to achieve them.

One of the core goals when drafting a strategic plan is to develop it in a way that is easily translatable into action plans. Most strategic plans address high level initiatives and over-arching goals, but don't get articulated (translated) into day-to-day projects and tasks that will be required to achieve the plan. Terminology or word choice, as well as the level a plan is written, are both examples of easy ways to fail at translating your strategic plan in a way that makes sense and is executable to others. Often, plans are filled with conceptual terms which don't tie into day-to-day realities for the staff expected to carry out the plan.

The following terms have been used in strategic planning: desired end states, plans, policies, goals, objectives, strategies, tactics and actions. Definitions vary, overlap and fail to achieve clarity. The most common of these concepts are specific, time bound statements of intended future results and general and continuing statements of intended future results, which most models refer to as either goals or objectives (sometimes interchangeably).

One model of organizing objectives uses hierarchies. The items listed above may be organized in a hierarchy of means and ends and numbered as follows: Top Rank Objective (TRO), Second Rank Objective, Third Rank Objective, etc. From any rank, the objective in a lower rank answers to the question “How?” and the objective in a higher rank answers to the question “Why?” The exception is the Top Rank Objective (TRO): there is no answer to the “Why?” question. That is how the TRO is defined.

People typically have several goals at the same time. “Goal congruency” refers to how well the goals combine with each other. Does goal A appear compatible with goal B? Do they fit together to form a unified strategy? “Goal hierarchy” consists of the nesting of one or more goals within other goal(s).

One approach recommends having short-term goals, medium-term goals, and long-term goals. In this model, one can expect to attain short-term goals fairly easily: they stand just slightly above one's reach. At the other extreme, long-term goals appear very difficult, almost impossible to attain. Strategic management jargon sometimes refers to “Big Hairy Audacious Goals” (BHAGs) in this context. Using one goal as a stepping-stone to the next involves goal sequencing. A person or group starts by attaining the easy short-term goals, then steps up to the medium-term, then to the long-term goals. Goal sequencing can create a “goal stairway”. In an organizational setting, the organization may co-ordinate goals so that they do not conflict with each other. The goals of one part of the organization should mesh compatibly with those of other parts of the organization.

Source: Multiple including Wikipedia

If we (Performance Solutions Technology ) were consulting with you today, and looking at your Strategic Plan, we would be emphasizing three important constructs that dramatically improve the ability of your Strategic Plan to deliver business results. They take it from being a plan, to something you can put into place and execute… all year long. Let's go over what we emphasize:

1. The Strategic Plan is about “must have” growth – nothing else. Bottom line, all of your strategic goals should be about growth, example: growing sales, growing people's effectiveness, growing internal efficiencies. Growth is what we are after; not mission statements, not organizational philosophy, not politically correct statements (to insure every group has a line item in the Strategic Plan) – just growth. And not just any growth. Not just nice-to-have growth, “wouldn't it be nice/good/we really should” growth – you want to keep your Strategic Plan very lean and mean, and limit it to just the areas of growth that will power the business forward. Be thinking in terms of the opportunities given your strengths and the market landscape that are mandatory for the growth of the business.
2. Aside from tracking financial returns as part of your strategic plan, every goal has to have a plan, represented as initiatives. Every i nitiative supporting a growth goal has to stand two tests. If your strategic goals and initiatives don't link to goals and projects in your business operations, they will typically be under-supported in the day-to-day work process and shouldn't be in your Strategic Plan. This is our working definition for alignment. But what about those tests ? 1。 The first test we use when looking at initiatives is – “Do they represent a compelling plan for achieving the strategic goal?” They should represent a believe-able, testable, sequence for achieving the strategic objective while minimizing risk of lost time, missed opportunities and incorrect use of resources. Initiatives represent your game plan. How good to you want your plan to be?2. The second initiative test is embraced by the following question, “Is that (initiative) really required to reach the strategic goal?” If the initiative is not critical to reaching your strategic goal, don't keep it in your plan. Keep your plan light and focused, you want to carry and drive this through-out the year. Sacrifice or trade comprehensive descriptions for targeted, punchy sentence stubs.

Note: All non-critical initiatives should be in your Operations section, not your Strategic Plan . Don't fill up your Strategic Plan with multiple layers of initiatives, many, if not most, of them should be represented as projects under different business, product and service initiatives in the Operations area of your business in a strategic management software tool like ManagePro.

1. If a goal isn't measured, it doesn't belong in your strategic plan. If you haven't figured out a meaningful way to measure each strategic goal and supporting initiative – it doesn't belong in your plan. If you're not tracking it via your scorecard , don't keep it. Said another way, if it's not worth the time to measure and track, it doesn't belong in your Strategic Plan. 就這麼簡單。 Whether or not a strategic goal is measured and tracked is one of the best for predicting what you will actually execute through the year.

Conclusion: To construct a strategic plan that can really empower your entire organization, focus on three areas:

1. Make sure the strategic plan is focused only on Growth

2. Every strategic goal has to have an action plan of initiatives

3. Whatever is worth including, is worth measuring – regularly

The author of this series, Rodney Brim, is CEO of Performance Solutions Technology (PST). PST develops and assists organizations in deploying performance management software solutions, and presents these guidelines based upon our work with 1 ,000's of companies to help ensure your success in the pursuit of strategic and performance management. Performance Solutions Technology is found on the web at http://www.PerformanceSolutionsTech.com

Source: ArticlesFactory.com

關於作者

對於企業的戰略規劃是一個概念，一個思維定勢，也是一個過程。 它是俯視的道路在什麼繞彎曲。 當你周圍的人都集中在什麼地方的未來你都會承認它在時間利用它。

由於事情出現在地平線上每個你會問這個問題，什麼是重要的約，從你的各種觀點。 您將能夠表達的重要元素，可預見的未來的可能性，因此您可以集中所有的可能性，每一個報價。 我們的目標的企業，畢竟，幫助每一個你讓你夢想成真。

戰略規劃使你專注於你的選項現在看得更清楚，因此可以共同作出的選擇，有利於本公司和所有參與的人。

在這個簡短的文章中，我將介紹的五個關鍵要素業務戰略計劃。 據我的經驗，當這三個要素組合成一個簡單的直接自己動手處理您的公司將實現其目標。 這不是火箭科學，除非你是製造火箭，並將努力為企業作為少數人之一，並為盡可能多的人你在船上你的公司。

你的戰略規劃小組：
戰略規劃的工作簿，課本，以及如何對所有書籍討論的重要性，戰略規劃小組 - 言下之意，是該公司必須足夠大，有各級領導誰可以成為部分戰略規劃小組。 不幸的是，消除約 75％的公司存在。

如果包含你不要害怕，因為我要告訴你如何能接觸到最優秀的人才有可能，個人用不同的角度，其投入將幫助您創建一個平衡的策略。 另外，這些成功的人會幫助您開發和維護這個可行的戰略從長遠來看。 而且因為他們不會被收取他們的意見你就能買得起了積極的戰略規劃團隊永遠。

我建議您與您的行業成員的貿易協會，企業經營者的結果已經表明隨著時間的推移，其意見你的信任。 著名電力集團動態顯示，可以限制大小你的戰略規劃小組 6-8人，包括自己。

每個你也應該位於外彼此的傳統營銷領域。 如果你是一些即將退休的豐富經驗，其他人在其職業生涯當中成長的公司和一些誰是接班人在成功的企業在你的行業，您將有一系列重要的多樣性。 這些誰已經出現了一段時間可以看到未來的東西是看不到的那些剛剛起步的，反之亦然。

戰略規劃過程：
該戰略規劃過程中應簡單，只需三個問題集中在，所以你可以讓他們在上面你的心靈。 當然也有多個組件，這三個問題，將成為第二個性質的討論過程中移動相處。

你打算出售在未來又如何？ 每個成員的戰略規劃小組將提供不同的想法基於什麼對他們現在的工作，他們已經考慮未來，他們的觀點（如他們的互聯網精明或缺乏相同）。

誰是你的目標客戶，為什麼？ 每一個成功企業的老闆專注於自己的市場份額在他們的傳統市場。 隨著不同的角度，您將能夠擴大，傳統的營銷領域，重點增加你分享每一個客戶。 大家你的戰略規劃小組將打開你的心戰術，他們使用的是銷售更多的產品的一種或另一種現有的核心客戶。

你怎麼能區分你的公司VS你的競爭對手？ 這往往意味著停止線不再賺錢，你還在進行，因為你隨身攜帶。 這可能意味著專注於較少的產品和服務在您的特定功能出類拔萃 。 它意味著最穩妥推出新產品和服務的建議你的戰略規劃小組根據他們的經驗和觀點。

一旦你和你的團隊已經在這三個問題的最前沿 - 預選賽成為自動。 什麼是重要的？ 是什麼呢？ 究竟你希望它是什麼？ 什麼是可能實現的交叉口你的目標和你的資源？

承諾到行動：
隨著不斷輸入您的戰略規劃，從對等組，您將能夠更容易的目標戰略機遇都在你身邊。 機會，將繼續是不可見的你沒有他們深思熟慮的意見。 這些行動將在和自己的能力幫助你選擇你的未來重要的增長和增強你的能力，為使其中最。

正如你和其他成員的戰略規劃小組把你同行計劃在紙上，讓他們在前面的對方你將建立一個環境，​​不斷檢討和修改您的發展使命陳述。

不斷闡明你的目標對未來的，因為它們是通過不斷的完善你的戰略規劃等集團將繼續下一個步驟的重要時刻的看法。 採取行動自己或委託給個人或團隊在組織內誰擁有權力，權力和責任為他們完成所有目前停留在事物之間的今天，你希望他們在將來。

如果你是認真組織感興趣的將來你會發現有真的沒有更好的方法來創建和管理的戰略規劃過程 。

關於作者

你的下一步應該是點擊下面走五分鐘回顧我最近發表的報告，其中包含完整的說明為您不要自己動手戰略規劃進程http://www.DIYStrategicPlanning.com條由韋恩Messick，出版商的HTTP ：/ / www.iBizResources.com

戰略規劃 ，適用於六西格瑪，意味著畫下來的闡述和系統的規劃領域的關注，產生深遠的影響和戰術在項目選擇階段。 戰略規劃的目的是產生了根本性的決定和行動，指導成功的六西格瑪實施。

概述戰略六西格瑪

許多老總都持懷疑態度，其結果六西格瑪，儘管每年的巨額支出。 一個重要組成部分，有助於整合願景的領導者，該組織的運作是戰略規劃源自“戰略的部署映射”。 據說這就是產生一個全新的方向組織。 有關的懷疑的眼光建設未來的勢頭開始得到連接的願景與行動計劃，當它提供了切實的成果。 六西格瑪需要戰略規劃，以不同的平面思維通過提供兌現這一承諾。

成功始於規劃

它不應該忘記，成功的基礎是適當和足夠的規劃。 規劃是精心製作的聲明視野的領導者的公司。 這才是真正的為大型企業和小型創業公司。 組織的核心轉化成實實在在的收益目標由員工有很多步驟，克服障礙的路徑上的成就。 成就將被翻譯以顧客滿意為六西格瑪獲得成功。

共享願景

它的視野之行，始於其上級管理部門需要共享所有的利益相關者。 它可能很難展示給員工，他們的行動直接關係到顧客的反應。 另一個缺少的環節，需要連接的是客戶本人。 重點六西格瑪是保理在客戶及聘用他們在界定需求。 員工積極部署連接這些脫節的需求。 強大的工具，六西格瑪突出和簡化關鍵要素之間的聯繫，活動，戰略的眼光，最後，為順利鋪設方式分享想法。 該方法六西格瑪通信公司的願景有效地向所有關心的語言理解每個他們。

臨界質量

還有一種危險的領導人陷入下跌的瑣碎事情每天的日常運作和眾多細節。 兩種工具的六西格瑪（指標），主要要求和與眾不同，前來救援。 這兩個指標突出的重要性或不相關的一些數據，推動優秀的那些問題。 最終的結果是幫助領導者設想的戰略重要性的活動和指導明確瑣碎，世俗的東西。

Deployment of Six Sigma can't be disconnected from strategic planning and financial activities, either. If the decision to implement Six Sigma is a result of strategic planning, it means the leadership has recognized the need for complete retooling of the organization, no matter what phase it is in.

作者簡介：
Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solution's Six Sigma Online offers online six sigma training and certification classes for lean six sigma, black belts, green belts, and yellow belts.

To be up there with the best strategic thinkers, you need to use the left and right sides of your brain, a skill which takes practice as well as confidence. Having the logic and creative sides to your skillset are of immense value.

Here are some skills that the very best strategic thinkers have, and use, every day.

They Have a Vision

They are great at both thinking with a strategic purpose as well as creating a Visioning process. They have both tools in their kit and they use both to complement each other. This form of supportive thinking and seeing the future, creates a way of thinking and evolving strategy that is focused and yet broad.

Make Time

In a busy businesses and organisations, be they small or large, making the time is vital. At the top of their game key strategic thinkers take time out. Maybe a retreat (maximum points!); maybe a day in a hotel foyer; maybe an afternoon somewhere/anywhere, with a blank sheet and a thinking hat on. Whatever works for them – but they do it.

Are Not Hasty

The clue is in the description, Strategic Thinking is not about today, tomorrow or next week. In close partnership with holding a clear vision for the business future, these two create the tomorrows of the future. But not tomorrow! This is shaping, coaxing, tuning for a quality business performance in the years to come. Great exponents take time to fine tune, revise and engineer quality futures!

Absorb and Notice

They are truly aware. In any business, there are clues, often subtle, both internal and external, to help guide future direction and realize opportunities. Great Strategic Thinkers take all of this in, so that as they set aside time to think, they have a full deck of information to guide them. Sometimes, it's an 'aha' moment on vacation, when they observe something that resonates; it might be on a morning walk out in the country; it might be what someone says as they serve them coffee. Making links, however tenuous, is what makes this work so well.

Review Often

The best Strategic Thinkers check that their thinking has been validated. Is it going to work, against a world of regular, consistent and yet sometimes volatile change? This activity is a moving target, so to build a better understanding, snapshots; benchmarks and regular stocktaking are all very useful to confirm the quality of the thinking – and absorbed into the skillset for their and their organizations future.

Learn from Experience

Over time, these folk use their experiences, small and large, to think better on strategic issues. This makes their use of this time really efficient and particularly effective. There are learned short-cuts to the perhaps more formalized strategic planning process and experience is a huge, valuable added bonus.

Use a Team

By utilising more than just their own brain (though this is vital for some of the process!), those great at Strategic Thinking bounce ideas off others in the workplace and encourage their input above and beyond their delivery of the day job. The old adage that 1+1=3 in the input of thinking is hugely valid. And 5 people make a much more significant contribution than 2 – and so on!

Realism Rules (A Little!)

Although they create ideas very openly, key strategic thinkers have a sense of realism and honesty about what is achievable in the longer term. This is not to hold them back; more it is to deliver success. They underpromise and overdeliver, whilst also ensuring that the day to day business of the organization – the 'now' – is served adequately too. That's what gets the business paid today, whilst building the future of tomorrow.

Have Clear Milestones

By creating checks in their thinking, to review progress, they have the opportunity to tweak. They have an innate ability to spot the twists and turns necessary. A 5,000 mile journey by a jet plane reaches the destination only by regular and consistent course checks and adjustments.

Are Non-Judgemental

Because the route to a successful future is not bounded by judging their, or others, thinking as they get creative – that is for elsewhere – better ideas flow. Open minds are encouraged and the detail tested later. Open minded thinking needs real checks and balances – but AFTER the openness has stimulated the breadth of imaginative ideas only such freedom can provide.

In the most successful organizations over the years and decades, where the test of time has shown them the excellent businesses they are, the Sony's, Coca Colas, Nokias and Toyotas of this world think ahead and encourage great Strategic Thinking at least somewhere in their busness plans.

In a cut-throat today world of this year's bonus and dividend, big business has a tendency to look short-term and manage that efficiently and well. A sustainable future needs more, whatever size your business is.

Planning tells you what is going to happen, post-mortem tells you what has happened Both planning and post-mortem are essential management tools needed to achieve corporate objectives, as well as to prevent the recurrence of the same mistakes. Planning for change must be the ever-present concern of every executive. At the same time, if events do not happen as planned, a post mortem is to be conducted so as not to repeat the same planning errors.

General Dwight D Eisenhower's famous quote, “Planning is nothing and planning is everything” was a response to his cynical colleagues, who believed that, because plans never survive first contact with the enemy, planning was a waste of time. In the corporate world, quite often, strategic planning gets thrown out of the window because of mounting short-term pressures to perform and deliver the bottom line.

Those who fail to plan are ultimately planning for a post-mortem. It is not that postmortem is unimportant but companies should always plan to succeed and minimize the occasions to do post-mortem on failed projects. Planning companies outperform those non-planning ones.

Crises and the unexpected changes are no longer a rare, random or abnormal part of our lives. They are built into the very fabric of society and modern-day corporations . While not all crises can be foreseen or even prevented, all of them can be managed if we plan strategically and tactically for what is humanly possible. The impacts of the crises can be minimised if one has a thorough understanding of the basics of crisis planning and management.

Tactical is short term planning whereas strategic is considered long term. Strategic plan looks at the forces in the external environment and responses to them. Tactical planning usually covers one year and is the stepping stone of the strategic plan, which normally covers three to five years.

Having post-implementation analysis or post-mortem is also critical. Just as a postmortem reveals the cause of death, a corporate post-mortem can be extremely revealing. You learn from your past mistakes and get all the feedback. It functions much like a resurrection experience, enabling you to have a new lease of life or second chance. In physical term it is reflection. Without this, the same mistakes may be made all over again and lessons learnt earlier will come to waste. This is why there is a saying that history repeats itself. Two world wars were fought within a short span of less than 30 years. Empires and dynasties fall and rise because of a lack of reflection and committing the very same mistakes that ushered them into power in the first place.

Post-mortem job is dull and boring particularly when it is preceded by overwhelming success. But it is also from reflecting upon your successes that one can avoid the pitfalls of failures in the future. Good managers always find out what has gone awry not so much to apportion blame, but to ensure that the same problems do not surface again. This is why some companies conduct exit interviews with departing staff to ascertain if there are more issues than meet the eye. Even chaos has its patterns. The post-mortem is the process to ascertain the patterns of things that have gone wrong so that these mistakes will not be repeated in the future. In the past, three strikes and you are out.

Today, one strike and you are history. This is because today's world is highly competitive and you may not have a second chance. Through one mistake, miscalculation or strategic error, your competitors can steal away your customers very quickly. Your margins for errors are very thin as resources are scarce. This amplifies the importance of post-mortem to minimise repeating the mistakes

Dr Mike Teng (DBA, MBA, BEng) is the author of best-selling book, “Corporate Turnaround: Nursing a Sick Company back to Health.” He is known as the “Turnaround CEO in Asia” by the media.
http://corporateturnaroundexpert.com

Strategic planning of course it's something that you should be doing for the good of your company, but actually taking the time and dedicating the resources to make it happen is often difficult. It's like daily exercise – you know you would feel better if you fit it into your schedule and you know that it's good for you, but somehow you just don't get around to it.

However, you really should get around to conducting strategic planning and you can use a business-to-business peer group to help you get there.

How do you use a peer group to help you and what is a peer group? More on that in a minute, but first, let's focus on strategic planning. Strategic planning, whether it's long term such as a 5-year or 10-year plan or shorter term such as a 1-to-3 year plan, accomplishes several results for you:

It forces you to create or rework company goals and objectives, based on current and near-future business and industry trends.

Many business owners fail to undertake strategic planning because to do so effectively forces them to face the way things really are, instead of the way they wish they were. A group of peers who are sincerely interested in each other's well being will help then with this challenge.

It engages you in the process of reviewing budgets and company financial forecasts to predict future earnings. When a group of peers are involved with the business owner, in an atmosphere of confidentially, instead of stakeholders and advisors, honest appraisals are more likely – since their peers will make them justify their projections based on their own experiences.

It helps you to estimate current and future human resources needs as well as capital investment needs for buildings, equipment and other resources.

Honest strategic planning will help the business owner identify skills not present in their core managers and supervisors and, based on the experiences of their peers, offer solutions and options for addressing these shortcomings. Each member of the group is likely to have faced and addressed similar challenges and each person will learn from the successes and mistakes of their peers.

It assists you in conceptually imagining branding and image opportunities as you plan the overall objectives of marketing and public relations campaigns and activities. Every business, no matter how small or unsophisticated, has products or services that are going out of phase and others still in development.

Often it is these soon to be extinct products that are generating the greatest sales and maybe even profits. When strategic planning is done honestly with the help of peers the experiences of each member are brought to bear on the future and the need to focus on the future so product and other decisions are made before they become mandatory for survival.

Best of all, the theory that you've heard before regarding the exercise of documenting something on paper resulting in you following through with it holds true with strategic planning .

Once you've put a plan into writing, you will find, even if you don't take that plan out of your file for six months or a year, that the very act of writing the information down and committing it to a document file, results in you following it, at least to some extent – guaranteed.

Now, what is a peer group and how can you use it for strategic planning? Business to business peer groups provide circular mentoring or reciprocal coaching opportunities (to use the trendy terms), allow you to brainstorm regarding issues, ideas and solutions with people who have dealt with similar problems and situations.

A peer group can function efficiently and effectively via regular telephone conference sessions, creating an advisory council of peers that will become a trusted source of advice, add a measure of accountability to your initiatives and provide a sounding board for the ideas of others and yourself.

When strategic planning becomes a focus of a peer group, planning becomes an accountable activity with periodic goals set to complete tasks and report back to the entire group. The members of the group hold each other accountable to move the planning process along, breaking it into manageable tasks with timeframes set in order to achieve them.

And when you are continually collaborating with your peers, you are developing your strategic vision over a longer period of time – hopefully forever, than you would ever do if you were paying some expert for every hour they spent with you and the member of your business.