JULY 2024BUSINESSMANAGEMENTREVIEW.COM8It is widely recognised that the strategic planning process is part of all big organisations' agendas and is normally structured as below: · Strategic: Vision/mission/SWOT analysis, benefits · Tactical: Core values, objectives, governance· Operational: Action plans/stakeholders mapping However, for some organisations, strategic planning seems to be a theoretical exercise where all divisions and functions fill out their objectives and review them monthly or quarterly, primarily for governance purposes. It's all very task-driven, albeit strategic plans need tasks. In many cases, the communication and engagement of sharing and understanding the vision and mission, purpose and context, objectives and benefits are left aside. As a result, strategic planning becomes almost a tick-the-box exercise. Another issue around proper communication and engagement is that the bigger the organisation or project becomes, the harder it is to manage. With more teams involved to execute roles and tasks, more managers to guide them, and more contractors and partners to deal with, this becomes more complex in today's reality, where speed and execution are fundamental.Effective collaboration, engagement, and coaching are among the most critical and challenging parts of the strategic planning process. Still, it can be tough to gather all the necessary inputs, especially as the organisation scales. Business disruptions like COVID-19 and the associated changes in flexible work schedules have inevitably made the digital interface much bigger than By Rui Veríssimo, Head of Business Operations - Strategic Planning & Business Transformation Projects, Honda MotorCREATE A SOLID PRACTICE ON HOW TO COMMUNICATERui Veríssimo
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