Strategic Business Plan

In an era of incredibly sophisticated and highly interconnected business networks, not a strategist can allow to himself or herself to use a simplified linear approach in business planning. Moreover, it is crucial that strategy specialists are able to use all these complex interconnections as a basis for efficient thinking and acting. However, it is almost impossible not to get lost in the informational conglomeration that exists nowadays – and every schoolchild knows that much provided he or she has read at least an introduction to some textbook with a computer programming homework help. An experienced manager comprehends that the best way to correct mistakes is to avoid making them. Therefore, the primal goal of a business strategist is to learn about mistakes of thinking as many as there could possibly be. Only then it will be feasible to apply principles that allow preventing mistakes, and thereby improving the quality of planning itself.

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Obviously, the art of strategic thinking should be based on the observation of natural laws. Hence, we can list the most common strategic mistakes that people tend not to notice due to the non-irreproachable nature of their cognition, namely:

  • - wrong or inconsistent goal description. Quite often, some short-term, irrelevant problems appear to be the objective, whereas the real goals, such as sustainable yield of the company, escape managers’ attention. This situation is similar to one in which an absolute novice begins playing chess, moving pieces without any deliberate strategy; the manager then appears before the boss like a student who failed to bring to a teacher an appropriate and relevant coursework.
  • - non-systematic and limping analysis of the situation. Such occasion happens when strategy specialists for some reason sideline the dynamics of the market or another business medium, and possible loops in the system remain unnoticed. As the result, a vast volume of data gathered appears to be useless, like botany papers topics for a circus performance.
  • - rigid or irreversible focus points. Sometimes, several business operations show themselves as successful and reliable on the beginning. The problem is, even if the subsequent situation reveals that the entire project has been a total failure, it is often impossible for managers to turn their eyes away from the initial goal. These favorite focus points that have riveted managers’ attention cause the inability to take into consideration more important tasks.
  • - unnoticed and invisible side-effects. It happens when almost all mental efforts of strategic business plan performers are aimed at a single task, whereas other problems receive low-priority marks. These unequal attempts may shatter the balance – while one situation is being intensively improved, no tests are conducted to investigate the indirect effects on subsystems. Consequently, the most negative repercussions may come unexpectedly.
  • - tendency to apply over-management. Sometimes, it does not occur to people’s mind that massive intervention is able not to improve but ruin the system. Being unable or uninterested to predict long-term effects of changes, managers often destroy the system with their eagerness.

The value orientation must be the central point in a productive philosophy of leadership. This notion is often highlighted in high school argumentative essay topics, however, its appearance may be more abstract and have no relation to management conceptions. Nevertheless, a business leader should have a single top-priority objective: to increase the business value as much as possible in a given timespan, so that guarantee the enthusiasm and satisfaction of investors. This stakeholder-oriented concept experienced a little change in recent years. Apart from the investors, there are suppliers, employees, customers, society and government to focus on. Thus, the genuine long-term success requires recognition of all possible opportunities, which, of course, implies a complex and intricate way of the development of businesses. Moreover, not all businesses can match the drivers of success with the business value – say, one can expect no more valuable feedback from them than students can expect an ESL homework help from their fencing master. Therefore, there exists a need in a somewhat different action program.

Experts define at least eight conceptual fields, the investigation and enforcement of which is obligatory for a long-term competitive position. They are, namely: knowledge and competence, offer and marketing, measures and controlling, value chain and organization, environment and positioning, opportunities and risks, finance and evaluation, leadership and mobilization. All these points are pieces of advanced business strategy knowledge, and it is advisable for future students of management to understand them well before they can accomplish a real good personal statement. To summarize the aforementioned conception, one can say that a well-rounded strategy must be based on a permanent feedback cycle and informational exchange between the stakeholders until all its ideas and suggestions are implemented. Finally, one can decide that a strategic business plan is satisfactory if it proposes the strategy that has a feedback cycle in its core, in which networked thinking are realized through anchoring all eight conceptual fields.

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