|
Strategic Plan
Strategic planning is an organization's business process, process of defining its strategy or direction, and making decision making, decisions on allocating its resources to attain strategic goals. It may also extend to control mechanisms for guiding the implementation of the strategy. Strategic planning became prominent in corporations during the 1960s and remains an important aspect of strategic management. It is executed by strategic planners or strategists, who involve many parties and research sources in their analysis of the organization and its relationship to the environment in which it competes. ''Strategy'' has many definitions, but it generally involves setting strategic goals, determining actions to achieve the goals, setting a timeline, and mobilizing resources to execute the actions. A strategy describes how the ends (goals) will be achieved by the means (resources) in a given span of time. Often, Strategic Planning is long term and organizational action steps are ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Organization
An organization or organisation (Commonwealth English; see spelling differences), is an entity—such as a company, an institution, or an association—comprising one or more people and having a particular purpose. The word is derived from the Greek word ''organon'', which means tool or instrument, musical instrument, and organ. Types There are a variety of legal types of organizations, including corporations, governments, non-governmental organizations, political organizations, international organizations, armed forces, charities, not-for-profit corporations, partnerships, cooperatives, and educational institutions, etc. A hybrid organization is a body that operates in both the public sector and the private sector simultaneously, fulfilling public duties and developing commercial market activities. A voluntary association is an organization consisting of volunteers. Such organizations may be able to operate without legal formalities, depending on jurisdiction, includ ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
WMF StrategicPlan2011 Spreads
WMF may refer to: Organisations * Wikimedia Foundation, a non-profit foundation that supports the Wikimedia movement projects, including Wikipedia * , a Namibian armoured vehicle producer * Women and Memory Forum, a women's rights organisation based in Egypt * World Minifootball Federation, an authority of minifootball * World Minigolfsport Federation, a federation of miniature golf associations * World Monuments Fund, an international historic preservation organization * WMF Group, a German tableware manufacturer Computing * Windows Metafile Windows Metafile (WMF) is an image file format originally designed for Microsoft Windows in the 1990s. The original Windows Metafile format was not device-independent (though could be made more so with placement headers) and may contain both vect ..., an image file format originally designed for Microsoft Windows * Windows Media Foundation {{disambiguation ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Project Socrates
Project Socrates was a classified U.S. Defense Intelligence Agency program established in 1983 within the Reagan administration. It was founded and directed by physicist Michael C. Sekora to determine why the United States was unable to maintain economic competitiveness—and to rectify the situation. According to Project Socrates: rd’s eye view of competition went far beyond, in terms of scope and completeness, the extremely narrow slices of data that were available to the professors, professional economists, and consultants that addressed the issue of competitiveness. The conclusions that the Socrates team derived about competitiveness in general and about the U.S. in particular were in almost all cases in direct opposition to what the professors, economists and consultants had been saying for years, and to what had been accepted as irrefutable underlying truths by decision-makers throughout the U.S. When Reagan's presidential term ended and the Bush administration came to t ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Capability Maturity Model
The Capability Maturity Model (CMM) is a development model created in 1986 after a study of data collected from organizations that contracted with the U.S. Department of Defense, who funded the research. The term "maturity" relates to the degree of formality and optimization of processes, from ''ad hoc'' practices, to formally defined steps, to managed result metrics, to active optimization of the processes. The model's aim is to improve existing software development processes, but it can also be applied to other processes. In 2006, the Software Engineering Institute at Carnegie Mellon University developed the Capability Maturity Model Integration, which has largely superseded the CMM and addresses some of its drawbacks. Overview The Capability Maturity Model was originally developed as a tool for objectively assessing the ability of government contractors' ''processes'' to implement a contracted software project. The model is based on the process maturity framework first describ ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
McKinsey & Company
McKinsey & Company is a global management consulting firm founded in 1926 by University of Chicago professor James O. McKinsey, that offers professional services to corporations, governments, and other organizations. McKinsey is the oldest and largest of the " Big Three" management consultancies (MBB), the world's three largest strategy consulting firms by revenue. The firm mainly focuses on the finances and operations of their clients. Under the leadership of Marvin Bower, McKinsey expanded into Europe during the 1940s and 1950s. In the 1960s, McKinsey's Fred Gluck—along with Boston Consulting Group's Bruce Henderson, Bill Bain at Bain & Company, and Harvard Business School's Michael Porter—transformed corporate culture. A 1975 publication by McKinsey's John L. Neuman introduced the business practice of "overhead value analysis" that contributed to a downsizing trend that eliminated many jobs in middle management. McKinsey has a notoriously competitive hiring process, a ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
VRIO
VRIO is a business analysis framework that forms part of a firm's larger strategic scheme. The basic strategic process that any firm begins with a vision statement, and continues on through objectives, internal & external analysis, strategic choices (both business-level and corporate-level), and strategic implementation. The firm will hope that this process results in a competitive advantage in the marketplace they operate in. VRIO falls into the internal analysis step of these procedures, but is used as a framework in evaluating just about all resources and capabilities of a firm, regardless of what phase of the strategic model it falls under. VRIO is an initialism for the four question framework asked about a resource or capability to determine its ''competitive potential'': the question of Value, the question of Rarity, the question of Imitability (Ease/Difficulty to Imitate), and the question of Organization (ability to exploit the resource or capability). *The Question of Value ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Responsive Evaluation
Responsive evaluation is an approach to measure the effectiveness of educational programs developed by Robert E. Stake. This approach enables to evaluate the educational and other programs by comparing the program activity, the program uniqueness, and the social diversity of the people. The most important feature in the responsive evaluation is the responsiveness to main issues and problems, in particular those cases where people recognize at the site. Responsive evaluation emphasizes educational problems more than objectives or hypotheses and direct and indirect observation of program participation (the pluralism of value standards held by various groups). It also emphasizes a continuous attention to audience information-needs and media for reporting. Preordinate evaluation Preordinate evaluation has a relative contrast with responsive evaluation. It highlights: # A formal statement of goals # Standardized tests of student performance # Value standards held by program staff # A ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Strategy Maps
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. The first diagrams of this type appeared in the early 1990s, and the idea of using this type of diagram to help document Balanced Scorecard was discussed in a paper by Robert S. Kaplan and David P. Norton in 1996. The strategy map idea featured in several books and articles during the late 1990s by Robert S. Kaplan and David P. Norton. Their original book in 1996, "The Balanced Scorecard, Translating strategy into action", contained diagrams which are later called strategy maps, but at this time they did not refer to them as such. Kaplan & Norton's second book, The Strategy Focused Organization, explicitly refers to strategy maps and includes a chapter on how ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Balanced Scorecard
A balanced scorecard is a strategy performance management tool – a well structured report, that can be used by managers to keep track of the execution of activities by the staff within their control and to monitor the consequences arising from these actions. The phrase 'balanced scorecard' primarily refers to a performance management report used by a management team, and typically this team is focused on managing the implementation of a strategy or operational activities – in a 2020 survey 88% of respondents reported using Balanced Scorecard for strategy implementation management, 63% for operational management. Balanced Scorecard is also used by individuals to track personal performance, but this is uncommon – only 17% of respondents in the survey using Balanced Scorecard in this way, however it is clear from the same survey that a larger proportion (about 30%) use corporate Balanced Scorecard elements to inform personal goal setting and incentive calculations. The critic ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
SWOT Analysis
SWOT analysis (or SWOT matrix) is a strategic planning and strategic management technique used to help a person or organization identify Strengths, Weaknesses, Opportunities, and Threats related to business competition or project planning. It is sometimes called situational assessment or situational analysis. Additional acronyms using the same components include TOWS and WOTS-UP. This technique is designed for use in the preliminary stages of decision-making processes and can be used as a tool for evaluation of the strategic position of organizations of many kinds (for-profit enterprises, local and national governments, NGOs, etc.). It is intended to identify the internal and external factors that are favorable and unfavorable to achieving the objectives of the venture or project. Users of a SWOT analysis often ask and answer questions to generate meaningful information for each category to make the tool useful and identify their competitive advantage. SWOT has been described a ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Porter Five Forces Analysis
Porter's Five Forces Framework is a method of analysing the operating environment of a competition of a business. It draws from industrial organization (IO) economics to derive five forces that determine the competitive intensity and, therefore, the attractiveness (or lack thereof) of an industry in terms of its profitability. An "unattractive" industry is one in which the effect of these five forces reduces overall profitability. The most unattractive industry would be one approaching "pure competition", in which available profits for all firms are driven to normal profit levels. The five-forces perspective is associated with its originator, Michael E. Porter of Harvard University. This framework was first published in ''Harvard Business Review'' in 1979. Porter refers to these forces as the microenvironment, to contrast it with the more general term macroenvironment. They consist of those forces close to a company that affects its ability to serve its customers and make a pr ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
.jpg "Click for more on -> Responsive Evaluation")
