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Strategic Planning Guidelines for IEEE Entities
Draft by A. J. Schwab
Version 0 -06/14/96
(Initiated by the discussion during the San Diego SPC-Meeting in Feb. 1996)
Introduction
Strategic Planning is a most valuable tool helping organizations improve their per formance and total quality. Strategic planning simply means creating a strategy giving guidance in realizing a vision . A strategy tells how to get from where an organization is to where it wants to be or is supposed to be. Moving from the status quo to the envisioned state is a process, that is a combination of sequential and concurrent activities. A strategy can be considered aplan or map of this process.
It is appropriate to distinguish between long-term and medium-term strategic planning .
Long-term strategic planning is done at the corporate level of an organization, looks many years ahead and results in a grand strategy (altern.: corporate strategy, master strategy). The grand strategy consists of a corporate mission , a corporate policy , and strategic, far-reaching goals. The grand strategy is written in very general terms and is widely published to customers, members etc. (Not necessesarly true in industrial organizations.)
Medium-term strategic planning can be done at the corporate level but also at lower levels. It builds on the grand strategy, looks 1 to 3 years ahead, specifies objectives to be sought to move the organisation toward achieving its strategic goals, and results in a medium-term strategy. The medium-term strategy consists of an imperative mission , objectives and object strategies suggesting specific projects. The medium-term strategy is the database from which an operational plan is derived, specifying individual projects. It is written in very specific terms and is, basically, an internal document accessible only to the corporations managers, in the case of the IEEE, its staff and volunteers.
Usually, a long-term strategy document is accompanied by a medium-term strategy document.
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