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Strategic planning

A solid strategic planning process delivers valid planning content, applies relevant methodologies, integrates the individual planning steps and tracks implementation. Drawing on our project experience, we have developed a benchmark process for strategic planning that satisfies all these requirements.

In brief

The strategic planning process – a success factor for sustainable corporate development

Strategic decisions prepare the ground for long-term growth that creates value. Top managers accordingly see such decisions as one of their top priorities. Corporate strategy defines the company's vision, sets targets for the long term and outlines the nature and scope of its business. Effective strategies can give a company a decisive competitive edge.

Review your strategic planning process

Existing strategic planning practices often involve inadequate quantitative frameworks; and they fail to state the specific actions that must be taken. Worse still, they frequently do nothing at all to inject innovation into the business system.
There is of course no such thing as the right process for strategic planning. Many existing planning processes do, however, clearly contain avoidable weaknesses. Our crossindustry study of this issue revealed the seven strategic planning pitfalls and a benchmark strategic planning process that are outlined.

Pitfalls in the strategic planning process

  • How effective is your early warning system?
  • Do you pay sufficient attention to what your competitors are doing?
  • Do you underpin your strategic alternatives with quantitative data?
  • Is value-based management established firmly enough?
  • Is your strategic planning linked to your medium-term and operational planning?
  • How effective is your strategy implementation tracking system?
  • Are your people sufficiently well informed? Have you secured their active commitment?

A solid strategic planning process delivers valid planning content, applies relevant methodologies, integrates the individual planning steps and tracks implementation. Drawing on our project experience, we have developed a benchmark process for strategic planning that satisfies all these requirements.

 
Benchmarking process for strategic planning
 

Our experts

Wim van Acker

Partner

Detroit office, USA
phone: +1 248 729-5000
e-mail

 
Antonio Benecchi

Partner

Detroit office, USA
phone: +1 248 729-5000
e-mail

 
Razmig Boladian

Principal

Manama office, Bahrain
phone: +973 17 567-952
e-mail

 
Johannes Börner

Partner

Moscow office, Russia
phone: +7 495 7211951-0
e-mail

 
Sébastien Cailliau

Principal

Paris office, France
phone: +33 1 53670-323
e-mail

 
Benno van Dongen

Partner

Amsterdam office, Netherlands
phone: +31 20 7960-630
e-mail

 
Nikolay Grachev

Principal

Moscow office, Russia
phone: +7 495 72119-51
e-mail

 
Hideyuki Hashimoto

Partner

Tokyo office, Japan
phone: +81 3 35876-660
e-mail

 
Takashi Hirai

Partner

Tokyo office, Japan
phone: +81 3 35876-660
e-mail

 
Nadezhda Larina

Principal

Moscow office, Russia
phone: +7 495 72119-51
e-mail

 
publication dummy
Andrea Marinoni

Principal

Milan office, Italy
phone: +39 02 29501-296
e-mail

 
Paolo Massardi

Principal

Milan office, Italy
phone: +39 02 295011 202
e-mail

 
Hauke Moje
Hauke Moje

Partner

Hamburg office, Germany
phone: +49 40 37631-4310
e-mail

 
Philippe Plouvier

Partner

Paris office, France
phone: +33 1 53670-935
e-mail

 
Dirk Reiter

Partner, Member of the Executive Committee and Head of InfoCom

Munich office, Germany
phone: +49 89 9230-8138
e-mail

 
Frederic Tiberghien

Partner

Brussels office, Belgium
phone: +32 2 66103-43
e-mail

 
Qi Wu
Qi Wu

Partner

Beijing office, China
phone: +86 10 84400088-608
e-mail

 

Further reading

Management between Strategy and Finance

Book (in German) by Burkhard Schwenker and Klaus Spremann, 2008

Companies' decision-making and planning systems find themselves in a constant tug of war between strategic and financial considerations. The authors analyze these two opposing currents in business thinking, dissecting their differences and identifying their best practices. …  >>

 
NEW GAME

Study, 2007

What do Caterpillar, Apple and the Süddeutsche Zeitung have in common? All three have successfully fought the dominating business trends and used their existing assets to penetrate new business sectors …  >>

 
Our approach strategic planning process

Brochure, 2005

Read more about our approach to a strategic planning process – a success factor for growth strategies …  (PDF, 355 KB)

 

Study (in German), 2003

The study highlights the approach necessary for increasing the benefits of strategic planning …  (PDF, 205 KB)

 
Shaping the future – Strategy processed in family-owned businesses

Study by Dr. Stefan Bötzel, Hauke Moje (in German), 2003

Family-run companies deserve a special look. The characteristic way they combine capital, management and family can be both a source of great success and risk …  (PDF, 1108 KB)