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Artículos de revistas sobre el tema "Strategic planning"

Autor: Grafiati

Publicado: 4 de junio de 2021

Última modificación: 7 de diciembre de 2024

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1

Sandfreni, Sandfreni y Fransiskus Adikara. "Menyelaraskan Perencanaan Strategi Teknologi Informasi yang Didasarkan pada Strategi Manajamen Teknologi Informasi dan Strategi Bisnis". Computatio : Journal of Computer Science and Information Systems 3, n.º 1 (18 de junio de 2019): 67. http://dx.doi.org/10.24912/computatio.v3i1.2723.

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Success in competition in a business is related to the development of core competencies, strategic alignment and long-term strategic planning in order to maintain the competitive advantage of a business. A company needs alignment between IT strategy and Business Strategy. Planning IT Strategy is the first step between the processes of a company information system and is a guideline of the company's information system and the basis of implementation. This paper aims to discuss how to make appropriate IT strategic planning. After discussing the Strategic Alignment Model and the relationship between IT strategy and business strategy, it proposes strategic IT planning models based on business strategies, which consist of IT assessment and analysis, IT planning and design as well as IT implementation and design. Then, give an example to illustrate how to make IT strategic planning using the model. Sukses dalam persaingan dalam sebuah bisnis terkait dengan pengembangan kompetensi inti, keselarasan strategi dan perencanaan strategis jangka panjang agar dapat mempertahankan keunggulan kompetitif dari sebuah bisnis. Sebuah perusahaan membutuhkan keselarasan antara strategi IT dan Strategi Bisnis. Perencanaan Strategi IT merupakan langkah pertama antara proses dari sebuah sistem informasi perusahaan dan merupakan pedoman dari system informasi perusahaan serta dasar pelaksanaan. Tulisan ini bertujuan untuk membahas bagaimana membuat perencanaan strategis IT yang tepat. Setelah membahas Model Keselarasan Strategis dan hubungan antara IT strategi dan strategi bisnis, itu mengusulkan IT strategis model perencanaan didasarkan pada strategi bisnis, yang terdiri IT penilaian dan analisis, perencanaan dan desain IT serta implementasi dan desain IT. Kemudian, memberikan contoh untuk menggambarkan bagaimana membuat perencanaan strategis IT dengan menggunakan model tersebut.

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2

Asmaul Mustaniroh, Siti, Chafida Rofiatul Chasnaq y Imam Santoso. "Marketing Strategic Planning of “Dewata” Apple Beverages using Quantitative Strategic Planning Matrix Method". Industria: Jurnal Teknologi dan Manajemen Agroindustri 5, n.º 1 (30 de abril de 2016): 21–29. http://dx.doi.org/10.21776/ub.industria.2016.005.01.3.

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3

Seifrt, Patricia C. "Strategic thinking, strategic planning". AORN Journal 69, n.º 5 (mayo de 1999): 920–23. http://dx.doi.org/10.1016/s0001-2092(06)62285-0.

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4

Heriadi, Agustono, Mohammad Suyanto y Sudarmawan Sudarmawan. "Perencanaan Strategis Sistem Informasi STMIK Cahaya Surya Kediri". Creative Information Technology Journal 1, n.º 1 (2 de abril de 2015): 15. http://dx.doi.org/10.24076/citec.2013v1i1.6.

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Meningkatnya jumlah perguruan tinggi mengakibatkan semakin tingginya persaingan. STMIK Cahaya Surya Kediri adalah sebuah institusi pendidikan tinggi yang memiliki satu program pendidikan S1 Sistem Informasi. Dalam industri usaha jasa, sistem informasi merupakan alat yang dapat membantu memenangkan persaingan. Perencanaan strategis sistem informasi menjadi salah satu kunci sebelum menerapkan sistem informasi dan teknologi informasi pada perusahaan. Perencanaan strategis yang tepat dapat mendukung rencana dan pengembangan bisnis perusahaan. STMIK Cahaya Surya Kediri belum memiliki perencanaan strategis sistem informasi. Bentuk perencanaan strategis sistem informasi yang akan dibahas dalam kajian ini menggunakan metodologi Ward and peppard dengan alat bantu metode analisis Value Chain untuk analisa lingkungan bisnis internal, Five Forces Model untuk analisa lingkungan bisnis eksternal, dan McFarlan Strategic Grid untuk analisa kondisi SI/TI internal saat ini. Hasil dari analisis ini mendefinisikan perencanaan strategis sistem informasi berupa strategi bisnis sistem informasi, strategi manajemen sistem informasi dan teknologi informasi, strategi sistem informasi, gap analisis sistem informasi, dan rencana implementasi.The increasing the number of college resulting in the higher competition. STMIK Cahaya Surya Kediri is an institution of higher education that have an educational program S1 Information System. In the business services industry, information system is a tool that can help win the competition. Strategic planning of information systems to be one of the key before implementing information systems and information technology in the enterprise. Proper strategic planning to support the company's plans and business development. STMIK Cahaya Surya Kediri not have a strategic planning information system. Form of strategic planning of information systems that will be discussed in this study using a methodology Ward and Peppard with aids Value Chain analysis method for internal business environment analysis, Five Forces Model for the analysis of the external business environment, and McFarlan Strategic Grid to analyze the condition of the IS/IT internal current. The results of this analysis defines the strategic planning of information systems in the form of business strategy information systems, information systems and information technology management strategy, information systems strategy, information systems gap analysis, and implementation plan.

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5

Abels, Michael. "Strategic Planning". Public Administration Review 49, n.º 3 (mayo de 1989): 294. http://dx.doi.org/10.2307/977017.

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6

Robertozzi, Christian A. "Strategic Planning". Journal of the American Podiatric Medical Association 97, n.º 5 (1 de septiembre de 2007): 436–37. http://dx.doi.org/10.7547/0970436.

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7

Windey, Maryann, Erica Schivinski y Jaime Tyrna. "Strategic Planning". Journal for Nurses in Professional Development 33, n.º 6 (2017): 318–19. http://dx.doi.org/10.1097/nnd.0000000000000390.

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8

FIDELLOW, JUDITH A. y MAUREEN HOGAN. "Strategic Planning". Nursing Management (Springhouse) 29, n.º 6 (junio de 1998): 34???37. http://dx.doi.org/10.1097/00006247-199806000-00010.

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9

Ironside, Ellen M. "Strategic Planning". Adult Learning 6, n.º 5 (mayo de 1995): 4–9. http://dx.doi.org/10.1177/104515959500600501.

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10

THOMAS, ALICE M. "Strategic Planning". Nursing Management (Springhouse) 24, n.º 2 (febrero de 1993): 34???38. http://dx.doi.org/10.1097/00006247-199302000-00008.

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11

Langdale, Ryan. "Strategic Planning". Oncology Issues 30, n.º 4 (julio de 2015): 50–54. http://dx.doi.org/10.1080/10463356.2015.11884043.

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12

Agnew, Melanie. "Strategic Planning". Journal of Studies in International Education 17, n.º 2 (6 de noviembre de 2012): 183–202. http://dx.doi.org/10.1177/1028315312464655.

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13

Nash, Mary G. y Barbara C. Opperwall. "Strategic Planning". JONA: The Journal of Nursing Administration 18, n.º 4 (abril de 1988): 12???18. http://dx.doi.org/10.1097/00005110-198804010-00004.

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14

Ruder, Shirley M. y David J. OʼConnor. "Strategic planning". Nursing Management (Springhouse) 38, n.º 12 (diciembre de 2007): 54,56. http://dx.doi.org/10.1097/01.numa.0000303874.18693.84.

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15

Nadler-Moodie, Marlene. "Strategic Planning". Journal of the American Psychiatric Nurses Association 18, n.º 2 (marzo de 2012): 127–28. http://dx.doi.org/10.1177/1078390312442959.

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16

STRASEN, LEANN. "Strategic Planning". Nursing Management (Springhouse) 19, n.º 5 (mayo de 1988): 80J. http://dx.doi.org/10.1097/00006247-198805000-00014.

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17

Little, Jennifer J. y Jane H. Tuten. "Strategic Planning". College & Undergraduate Libraries 13, n.º 3 (19 de octubre de 2006): 113–23. http://dx.doi.org/10.1300/j106v13n03_08.

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18

Brown, Harry L. y Kathleen C. Brown. "Strategic Planning". AAOHN Journal 37, n.º 7 (julio de 1989): 284–85. http://dx.doi.org/10.1177/216507998903700706.

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19

Chappell, Steve. "Strategic planning". Journal of Air Medical Transport 11, n.º 5 (mayo de 1992): 13–14. http://dx.doi.org/10.1016/s1046-9095(05)80181-3.

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20

Spear, Marcia. "Strategic Planning". Plastic Surgical Nursing 35, n.º 4 (2015): 152–53. http://dx.doi.org/10.1097/psn.0000000000000115.

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21

Woods, Robert H. "Strategic Planning". Cornell Hotel and Restaurant Administration Quarterly 35, n.º 3 (junio de 1994): 41–49. http://dx.doi.org/10.1177/001088049403500314.

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22

Bombard, Charles F. "Strategic Planning". JONA: The Journal of Nursing Administration 23, n.º 7 (julio de 1993): 41–45. http://dx.doi.org/10.1097/00005110-199307000-00012.

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23

Wheeler-Harbaugh, Jo. "Strategic Planning". Gastroenterology Nursing 26, n.º 3 (mayo de 2003): 93–95. http://dx.doi.org/10.1097/00001610-200305000-00001.

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24

Dace, C. "Strategic planning". Engineering Management 14, n.º 4 (1 de agosto de 2004): 42–45. http://dx.doi.org/10.1049/em:20040411.

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25

Wright, Patricia. "Strategic planning". Nursing Management (Springhouse) 51, n.º 4 (abril de 2020): 40–47. http://dx.doi.org/10.1097/01.numa.0000654860.02889.d3.

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26

Jordan, Barbara Isaacs. "Strategic Planning". Topics in Clinical Nutrition 22, n.º 1 (enero de 2007): 37–44. http://dx.doi.org/10.1097/00008486-200701000-00006.

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27

Jonas, Robert. "STRATEGIC PLANNING". Handbook of Business Strategy 1, n.º 1 (enero de 2000): 141–43. http://dx.doi.org/10.1108/eb060215.

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28

Brache, Alan y Mike Freedman. "Strategic Planning". Journal of Business Strategy 20, n.º 2 (febrero de 1999): 10–12. http://dx.doi.org/10.1108/eb039988.

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29

Welch, Teresa D. y Todd B. Smith. "Strategic Planning". Nursing Administration Quarterly 47, n.º 4 (octubre de 2023): 283–88. http://dx.doi.org/10.1097/naq.0000000000000597.

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Successful organizations depend on strategic thinkers who understand strategic planning and strategic management. These strategic leaders can proactively manage the constant environmental changes to position their organizations for a competitive advantage and avoid acting in a reactive and defensive manner. However, while organizations are often adept at developing extensive strategic plans, implementation of the plan is often poor or without a definitive strategy. This article addresses key strategies for successful implementation of changes to bring about sustainable cultural change in an organization to meet the organization's overall strategic goals, specifically through the use of implementation science.

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30

Ford, Eric W. "Strategic Planning is Dead. Long Live Strategic Planning". Journal of Healthcare Management 69, n.º 6 (noviembre de 2024): 387–92. http://dx.doi.org/10.1097/jhm-d-24-00229.

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31

Heracleous, Loizos. "Strategic thinking or strategic planning?" Long Range Planning 31, n.º 3 (junio de 1998): 481–87. http://dx.doi.org/10.1016/s0024-6301(98)80015-0.

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32

Muhamat Bakri, Sudadi. "MANAJEMEN STRATEGIK DALAM MEWUJUDKAN KUALITAS PENDIDIKAN DI MTs NEGERI 7 KEBUMEN". INSPIRASI (Jurnal Kajian dan Penelitian Pendidikan Islam) 6, n.º 1 (29 de junio de 2022): 38. http://dx.doi.org/10.61689/inspirasi.v6i1.317.

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Manajemen strategik memiliki peran urgen dalam peningkatan kualitas pendidikan. Penelitian ini bertujuan untuk mengetahui: (1) Bagaimana perencanaan strategik dalam mewujudkan kualitas pendidikan di MTs Negeri 7 Kebumen (2) Bagaimana pelaksanaan manajemen strategik dalam mewujudkan kualitas pendidikan di MTs Negeri 7 Kebumen (3) Bagaimana evaluasi manajemen strategik dalam mewujudkan kualitas pendidikan di MTs Negeri 7 Kebumen.Penelitian ini merupakan penelitian kualitatif deskriptif, data yang dikumpulkan melalui metode observasi, wawancara, dokumentasi, triangulasi, serta dianalisis dengan teknik analisis deskriptif. Penelitian ini bertujuan untuk mengetahui proses perencanaan, pelaksanaan, dan evaluasi manajemen strategik dalam mewujudkan kualitas pendidikan di MTs Negeri 7 Kebumen. Pada kajian manajemen strategik dalam mewujudkan kualitas pendidikan di MTs Negeri 7 Kebumen ini, menunjukkan bahwa: (1) Perencanaan strategik di MTs Negeri 7 Kebumen meliputi empat kegiatan yaitu pengembangan visi, misi, dan tujuan, perencanaan jangka pendek, menengah dan panjang, identifikasi faktor internal dan eksternal, serta penyusunan strategi. (2) Pelaksanaan manajemen strategik diMTs Negeri 7 Kebumen mancakup empat kegiatan yaitu menentukan kebijakan madrasah, memotivasi pendidik dan tenaga kependidikan, mengalokasikan sumber daya manusia, dan mengembangkan budaya strategi. (3) Evaluasi manajemen strategik di MTs Negeri 7 Kebumen meliputi tiga kegiatan yaitu memonitor seluruh hasil, mengukur kinerja individu dan madrasah, mengambil langkah perbaikan. Kata Kunci : manajemen strategik, kualitas pendidikan Strategic management has an urgent role in improving the quality of education. This study aims to determine: (1) How strategic planning in realizing the quality of education in MTs Negeri 7 Kebumen (2) How to implement strategic management in realizing the quality of education in MTs Negeri 7 Kebumen (3) How to evaluate strategic management in realizing the quality of education in MTs Negeri 7 Kebumen. This research is a descriptive qualitative research, the data collected through the methods of observation, interviews, documentation, triangulation, and analyzed by descriptive analysis techniques. This study aims to determine the process of planning, implementing, and evaluating strategic management in realizing the quality of education at MTs Negeri 7 Kebumen. In this study of strategic management in realizing the quality of education at MTs Negeri 7 Kebumen, it shows that: (1) Strategic planning at MTs Negeri 7 Kebumen includes four activities, namely developing vision, mission, and goals, short, medium and long term planning, identifying factors internal and external, as well as strategy formulation. (2) The implementation of strategic management at MTs Negeri 7 Kebumen includes four activities, namely determining madrasa policies, motivating educators and education staff, allocating human resources, and developing a strategic culture. (3) Evaluation of strategic management at MTs Negeri 7 Kebumen includes three activities, namely monitoring all results, measuring individual and madrasa performance, and taking corrective steps.

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33

Linn, Mott. "Planning strategically and strategic planning". Bottom Line 21, n.º 1 (30 de mayo de 2008): 20–23. http://dx.doi.org/10.1108/08880450810875738.

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34

Luther Cottrell, Terrance. "Strategic budgeting instead of strategic planning". Bottom Line 27, n.º 2 (5 de agosto de 2014): 49–53. http://dx.doi.org/10.1108/bl-04-2014-0012.

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Purpose – This article aims to explain why sometimes separating strategic budgeting from strategic planning can be advantageous for library staff as a means of reshaping debate about operations. Strategic planning is a popular concern for library leaders of all types. Budgeting is commonly a component of the strategic planning process. Design/methodology/approach – When, why and how to begin strategic budgeting conversations are explained with detail given toward seven specific goals appropriate for budgeting discussions above and beyond common strategic operational matters related to services, collections and/or facilities. Findings – Consultant intervention, and restructuring periods, are clear times to introduce the concept of strategic budgeting to library staff. Fundamentally, however, immediate implementation of fiscal strategy development is recommended for a smooth and effective transitional process to take shape. Originality/value – Budgeting does not have to a piece of overall strategic planning. Depending on the need or the focus of the organization, forsaking strategic planning in favor of strategic budgeting can be a superior program for the advancement of library initiatives.

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35

Bonn, Ingrid y Chris Christodoulou. "From strategic planning to strategic management". Long Range Planning 29, n.º 4 (agosto de 1996): 543–51. http://dx.doi.org/10.1016/0024-6301(96)00046-5.

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36

Bryson, John M., Lauren Hamilton Edwards y David M. Van Slyke. "Getting strategic about strategic planning research". Public Management Review 20, n.º 3 (15 de febrero de 2017): 317–39. http://dx.doi.org/10.1080/14719037.2017.1285111.

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37

Braginsky, O. B. "Strategic planning forever". Economics of Contemporary Russia, n.º 2 (17 de julio de 2019): 163–67. http://dx.doi.org/10.33293/1609-1442-2019-2(85)-163-167.

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38

Orton, Amber. "Successful strategic planning". Nursing Management 53, n.º 6 (junio de 2022): 38–40. http://dx.doi.org/10.1097/01.numa.0000831432.51566.07.

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39

Armstrong, J. Scott, Noel Capon, John U. Farley y James M. Hulbert. "Corporate Strategic Planning". Journal of Marketing 54, n.º 2 (abril de 1990): 114. http://dx.doi.org/10.2307/1251876.

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40

Chrymko, Margaret M. y Janet Honard. "Virtual strategic planning". American Journal of Health-System Pharmacy 64, n.º 2 (15 de enero de 2007): 136. http://dx.doi.org/10.2146/ajhp060350.

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41

Garvin, David A. "Manufacturing Strategic Planning". California Management Review 35, n.º 4 (julio de 1993): 85–106. http://dx.doi.org/10.2307/41166756.

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42

Zinke, Sally. "SEG strategic planning". Leading Edge 20, n.º 3 (marzo de 2001): 236. http://dx.doi.org/10.1190/tle20030236.1.

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Wallace, Robert E. "Why Strategic Planning?" Journal of Information Systems Management 3, n.º 2 (enero de 1986): 49–51. http://dx.doi.org/10.1080/07399018608965244.

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O’Regan, Nicholas y Abby Ghobadian. "Formal strategic planning". Business Process Management Journal 8, n.º 5 (1 de diciembre de 2002): 416–29. http://dx.doi.org/10.1108/14637150210449102.

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The literature contends that the lack of strategic business planning is a major drawback in the implementation of business process initiatives such as total quality management. In addition, it is evident that strategic planning firms achieve better performance than other firms. However, strategic planning often fails due to problems or barriers encountered at the implementation stage. It is unclear from the limited research carried out to date what actions, if any, firms can take to minimise or eliminate these barriers. This paper examines the concept of strategic planning and identifies the barriers to its implementation. It considers the suitability of formal strategic planning as the key to eliminating or reducing implementation barriers by comparing the extent to which the barriers are experienced in formal and non‐formal planning firms. The paper also examines the extent to which the barriers are experienced by high and low performing firms.

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Mbugua, Flora y Jane F. A. Rarieya. "Collaborative strategic planning". Educational Management Administration & Leadership 42, n.º 1 (14 de octubre de 2013): 99–111. http://dx.doi.org/10.1177/1741143213499258.

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Kovac, E. J. y R. A. Thompson. "Strategic facilities planning". Planning Review 22, n.º 1 (enero de 1994): 44–49. http://dx.doi.org/10.1108/eb054455.

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Camillus, John C. "Reinventing Strategic Planning". Strategy & Leadership 24, n.º 3 (marzo de 1996): 6–12. http://dx.doi.org/10.1108/eb054552.

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Ellig, Bruce R. "Strategic Pay Planning". Compensation & Benefits Review 19, n.º 4 (agosto de 1987): 28–43. http://dx.doi.org/10.1177/088636878701900403.

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Sartorio, Francesca S. "Strategic Spatial Planning". disP - The Planning Review 41, n.º 162 (enero de 2005): 26–40. http://dx.doi.org/10.1080/02513625.2005.10556930.

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Carter, Hayley. "Strategic planning reborn". Work Study 48, n.º 2 (abril de 1999): 46–48. http://dx.doi.org/10.1108/00438029910259062.

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