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Samer el Barakeh was born in Lebanon, 1973. He completed his Bachelor in Engineering-CCE at Beirut Arab University-Lebanon in 1996 with honours. Samer was granted Masters Degree in Project Management (MPM) from the University of Sydney-Australia with honours. He also gained the Project Management Professional (PMP) Credential from The Project Management Institute (PMI). Samer is a member of the Order of Architects and Engineers in Lebanon since 1996, The Project Management Institute (PMI), Arabian Gulf Chapter (AGC-PMI) and Lebanon Chapter-PMI. During his 13 years of professional experience in Lebanon, Australia and Saudi Arabia, Samer held many positions among them: Telecommunication Site Engineer, Site Manager, Low Current Service Head, and he is currently Senior Systems Analyst at the General Project Construction Division. Samer is a Project Management Consultant and Training Provider for universal organizations like Business Management Consultants (USA) and PMCTQuest (Canada) Samer is a Registered Training Provider for Project Management Professional (PMP), and he provides training in Program Management, Portfolio Management,PMO...
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December 30, 2007

Strategic Planning, Do we need more 'Planners' ?

Our assessment of the common strategic planning processes has uncovered the need to introduce more strategic planners into the strategy making process which is currently owned by line managers and performed in a synthetic manner- below the threshold of “formalization edge”- a good practice. (Mintzberg H., 2004)
Strategic planners will enrich the strategy making process with analytical formal insights and the strategy implementation process with strategic programming scheme (including codification, elaboration and conversion of strategies).
Heading towards a more flexible learning organization, we would favor including more “left-handed” planners to uncover strategies in strange places and serve as stimulating catalysts. (March J. et al., 1976)
Organizations can espouse the comprehensive framework presented in fig. below (integrating planning, plans and planners’ roles) then tailor it to our specific needs (Mintzberg H., 1987)

Figure 2: strategic planning framework adopted from Mintzberg, 2004

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