Reassessing and Revising Strategic Plans
Chapter 10
Reassessing and Revising Strategies and Plans
Introduction:
The purpose of this chapter is to review implemented policies, strategies, plans, programs, or projects and to decide on a course of action that will ensure public value continues to be created.
The Strategy Change Cycle is not over once strategies and plans have been implemented. Ongoing strategic management ensure that strategies continue to create public value, and as a prelude to the next round of strategic planning.
Strategies cease to work for four main reasons:
1. A basic strategy may be good but have insufficient resources devoted to its implementation, and therefore insufficient progress is made toward resolving the strategic issue it was meant to resolve.
2. Problems change, prompting a need for new strategies, and making what was once a solution itself a problem.
3. As substantive problem area become crowded with various policies and strategies, their interactions can produce results no one wants and many wish to change.
4. The political environment may shift. As strategies become institutionalized, people’s attention may shift elsewhere. Or leaders and managers may be replaced by people who are uninterested or even hostile to the strategy; they may change elements of it or appoint other people who undermine it.
Desired Outcomes:
Desired outcomes include the maintenance of good strategies, modification of less successful strategies through appropriate reforms, and the elimination of undesirable strategies.
Another desired outcome is the construction and maintenance of a strategic management system to ensure ongoing effective strategic management of the organization.
A final desired outcome is the mobilization of energy and enthusiasm to address the next important strategic issue that comes along.
Benefits:
• The assurance that institutionalized capabilities remain responsive to important substantive and symbolic issues.
• The resolution
Reassessing and Revising Strategies and Plans
Introduction:
The purpose of this chapter is to review implemented policies, strategies, plans, programs, or projects and to decide on a course of action that will ensure public value continues to be created.
The Strategy Change Cycle is not over once strategies and plans have been implemented. Ongoing strategic management ensure that strategies continue to create public value, and as a prelude to the next round of strategic planning.
Strategies cease to work for four main reasons:
1. A basic strategy may be good but have insufficient resources devoted to its implementation, and therefore insufficient progress is made toward resolving the strategic issue it was meant to resolve.
2. Problems change, prompting a need for new strategies, and making what was once a solution itself a problem.
3. As substantive problem area become crowded with various policies and strategies, their interactions can produce results no one wants and many wish to change.
4. The political environment may shift. As strategies become institutionalized, people’s attention may shift elsewhere. Or leaders and managers may be replaced by people who are uninterested or even hostile to the strategy; they may change elements of it or appoint other people who undermine it.
Desired Outcomes:
Desired outcomes include the maintenance of good strategies, modification of less successful strategies through appropriate reforms, and the elimination of undesirable strategies.
Another desired outcome is the construction and maintenance of a strategic management system to ensure ongoing effective strategic management of the organization.
A final desired outcome is the mobilization of energy and enthusiasm to address the next important strategic issue that comes along.
Benefits:
• The assurance that institutionalized capabilities remain responsive to important substantive and symbolic issues.
• The resolution