Search

This paper proposes a knowledge-based customer-centric strategic model to respond to environmental challenges and achieve sustainable competitive advantage (SCA) in the supply chain management (SCM) context. The proposed model strives to leverage knowledge-based distinctive core competencies (DCCs) to improve customer satisfaction and achieve SCA. An exploratory research design has been adopted. The study undertook a systematic literature review approach with 36 articles or books published between 1970 and 2020 to construct the strategic planning model. The paper presents an integrated multi-dimensional model for SCM, including value chain activities, competitiveness strategies, business process re-engineering (BPR), and SCA. The practical result of the article is to develop a theoretical strategic planning model for SCM as a holistic framework for using the company’s DCCs and creating an SCA in a highly competitive and dynamic business environment. The proposed model comprehensively covers the supply chain (SC)’s competitive advantage strategy. For businesses that tend to adapt and triumph, the proposed model helps reduce order cycle times, reduce inventory levels, increase accuracy and efficiency, reduce costs, and improve customer service and satisfaction.

Nowadays there may be different strategic drivers between Air Navigation Service Providers (ANSPs) in Europe. However, far less than before market deregulation and liberalization, and before 2004 when European Commission (EC) established Single European Sky (SES) initiative. The introduction of two SES regulative packages and the European ATM Master Plan imposed the obligation to the ANSPs in Europe to strive for common strategic goals - articulated in terms of Key Performance Areas (KPA): capacity, safety, environment and cost- efficiency. All the Key Performance Indicators (KPI) of listed KPAs are based on the adoption of the one-size-fits-all principle. In that respect, this paper evaluates conceptual and methodological assumptions of strategic planning and development framework of the ATM systems in Europe from a capacitive viewpoint. It provides a review of flaws identified by studying the applicability of the performance target defined by EC for capacity as one of four KPAs. As such, in a concise review, the paper reveals shortcomings of conceptual and methodological assumptions, performance differences and gaps, their implications, ANSPs with under-defined and above-defined performance targets, i.e., strategic goals from a capacitive viewpoint and points out flaws that need to be revised to better reflect settings of the ATM system in Europe.

The purpose of this research is to analyze and describe the strategic planning of elementary schools in the city of Medan Indonesia, in achieving quality education. This research is a type of case study conducted at Intrenational Elementary School. The research findings explain that to achieve educational goals, schools carry out strategic planning with the following stages; the internal and external environmental analysis stages, examine the factors that affect the quality of graduates, gather information on current and future school conditions and evaluate the results of the implementation of programs in the previous period as material for analysis in preparing a strategic plan; the formulation is carried out by the team by adjusting the conditions of the school and taking into account the expectations of stakeholders. At the implementation stage of strategic planning by maximizing resources, maximizing academic and non-academic implementation, facilities and infrastructure to support the achievement of superior quality graduates.

RESUMEN El objetivo de esta investigación es determinar la planificación estratégica y su relación con la competitividad en las empresas del sector transporte interprovincial terrestre de pasajeros de Lima, 2021. Se utilizó la metodología de investigación cuantitativa, de tipo no experimental y nivel correlacional, detallándose las acciones directas de las empresas en relación con su tipo de planificación. Con respecto a la población, se identificaron 485 empresas de transporte en Lima Metropolitana, 87 de las cuales constituyeron la muestra representativa. A partir de los resultados, se observó que los valores, la misión y la visión no ayudan a las empresas para mejorar la competitividad. Por tanto, se concluye que el planeamiento no incrementa la competitividad. Se recomienda que las empresas de transporte interprovincial realicen una inversión global en el sistema de transporte y centren su atención en toda la cadena de valor del mismo. ABSTRACT This research study aims to determine strategic planning and its relationship with competitiveness in interprovincial ground transportation companies based in Lima, 2021. A quantitative, non-experimental and correlational research methodology was used, describing in detail the direct actions of the companies in relation to their planning. The population was comprised of 485 transportation companies in Metropolitan Lima, and 87 of them served as the representative sample. From the results, it was observed that values, mission and vision do not contribute to the companies’ competitiveness. Therefore, it is concluded that planning does not increase competitiveness. Interprovincial ground transportation companies should invest in the transportation system focusing their attention on its entire value chain.

Small and Medium Enterprises (SMEs) are hypothesised to play a critical part and serve as a crucial source of income and employment creation in many economies. SMEs contribute about 12% of the Namibian Gross Domestic Product (GDP) and provide employment or income to about 160 000 Namibian citizens. Namibia has witnessed remarkable growth in the number of SMEs in recent decades, with over 28 000 formally registered SMEs. However, most SMEs in Namibia experience difficulties, some of which may threaten their existence. Numerous external and internal factors impact business performance: failure to develop strategic plans, lack of finance, poor financial management, and lack of suitable management skills. The literature argues that financial performance challenges faced by SMEs can be mitigated with a clear and well-articulated strategic plan. This study set out to investigate the effect of strategic planning on the financial performance of SMEs. The results confirm that strategic planning has a positive effect on the financial performance of SMEs. However, many SMEs indicated that they had never done strategic planning. The study also found that Issue-based strategic planning is a commonly used strategic planning model. Policy implications indicate that although strategic planning is found to enhance SMEs' financial performance, the majority of them lack an optimal mix of strategic planning elements. The study recommends using strategic planning to set clear financial performance targets and for relevant stakeholders to introduce policies that help equip SME owners/managers with the optimal mix of business management skills. &nbsp

This article explores strategic planning and change management in the epidemiological service at the international level and on the example of the Republic of Kazakhstan. It describes the main principles and approaches to strategic planning, models and tools used for change management, as well as examples of world practice. The article identified the main problems and challenges facing the epidemiological services in the world. Based on the analysis of international experience, recommendations were proposed to improve the activities of the epidemiological service of Kazakhstan.

The purpose of this study is to investigate the effect of Strategic Planning and Strategic Resources Based View (RBV) on Strategic Organization Performance through mediating Strategic Coordination in Pushidrosal organizations which have two sides of tasks and functions that cannot be separated namely as Military Hydrographic Institutions and also The National Hydrographic Agency with the function of public services and carrying out the hydrographic data support function for military / defense purposes, also includes carrying out the public service function as the National Hydrographic Institution which is the uniqueness of the Pushidrosal organization. Where in the Pushidrosal organization the organizational structure is still underthe command chain ofthe IndonesianNavy Headquarters. Themethodology used in thisresearch istouse a quantitativeapproach and conductdata collection through a questionnaire to be further analyzed using the path analysis method. Respondents in this study were Pushidrosal personnel at officers' rank, in the Makid Pushidrosal environment, Mako Survey unit and Pushidrosal Survey Ship personnel.The population is 252 with a sample of 160 respondents. Data collection was carried out through questionnaires and data analysis techniques using Path Analysis and calculations using SPSS version 20 software. The results of this study, found that: 1) Strategic Planning does not directly affect Organizational Performance, but indirectly affects through Strategic Coordination as mediation, 2) Strategic Resources Base View does not directly affect Organization Performance, but indirect effect through Strategic Coordination, and 3) Variable StrategicCoordination becomes a full mediation of the influence of Strategic Planning on Organization Performance and the influence of Strategic RBV on Organization Performance. This research provides a theoretical contribution to the study ofOrganizations with dual functions where it is found that the influence of the parent organization on the formulation of Strategic Planning, and Strategic Resources Base Viewand the mediating role of Strategic Coordination, which has a full mediating role on Organization Performance, makes theoretical contributions to research on Strategic Planning and Strategic Resources Base View on Organization Performance with mediation Strategic Coordination applied to an organization dual functions and still has influence from the parent organization.

The purpose of this study is to examine the direct effect of Strategic Planning and Economic Resource Base View on Sustainable Development and the direct effect of Government Policy on Sustainable Development and the indirect effect of Strategic Planning and Economic Resource Base View on Sustainable Development mediated by Government Policy. The model used in this study is to test the hypothesis by using the method of the Stuctural Equation Model (SEM). The software used for structural analysis is LISREL 8.80. Data were collected from a sample of 110 respondents who were deemed sufficient to represent the population. In taking the sample, survey technique was used, namely the entire population was used as the research sample. The findings of this study are that there is a direct Strategic Planning and Economic Resource Base View on Sustainable Development at the Ministry of Maritime Affairs and Fisheries and a direct influence on Government Policy on Sustainable Development at the Ministry of Maritime Affairs and Fisheries as well as an indirect influence on Strategic Planning and Economic Resource Base View on Sustainable Development. Ministry of Maritime Affairs and Fisheries mediated by Government Policy. Of the seven proposed hypotheses, all of them have been proven to be accepted, which means that there is a direct and indirect effect of the independent variable on the dependent variable at the Ministry of Maritime Affairs and Fisheries. Government Policy plays a very important role as mediation in increasing the influence of Strategic Planning and Economic Resource Base View on Sustainable Development at the Ministry of Maritime Affairs and Fisheries. The limitation in this research is that this research takes the results of previous studies from references above 5 years and even 10 years and also the research is quantitative and the data collection process takes place in a short time with a limited number of respondents. The implication of the results of this study is that there is a positive influence of Strategic Planning and Economic Resource Base View on Government Policy and has implications for increasing Sustainable Development at the Ministry of Maritime Affairs and Fisheries.

In order to study the level of influence of the Institutional Strategic Plan-ISP, in the management of academic and National University Hermilio Valdizan of Huanuco, information was obtained from teachers, undergraduate students, administrative personnel and graduates of UNHEVAL, applying a survey with two structured questionnaires, one to collect information from those involved about the institutional strategic plan and the other questionnaire for the management of academic and administrative quality. The results of the application of the questionnaires express that 55% of the interviewees state that the academic and administrative management of the institution, being possible to improve, especially in this segment that qualifies as regulating the management. The results were that the Institutional Strategic Planning, mission, vision, objectives, strategies, swot and goals are positively related to the quality management of academic and administrative services at the National University Hermilio Valdizán. It is recommended that the university authorities coordinate actions of socialization of the activities corresponding to the institutional strategic Planning and achieve greater participation of the actors (teachers, students, administrator and graduates); in order to improve the management of the quality of academic services and administrative staff of the academic and administrative and service at the university. It is important to improve the scope of the objectives proposed in the strategic plan, as well as to review and update the goals proposed in the strategic plan in relation to budget and time, to guarantee better quality management of academic and administrative services in the Hermilio Valdizán National University of Huánuco.

The purpose of this paper is to illustrate the importance of strategic planningin general and its application in energy and the environment in particular.In the contemporary world, planning is so common that we cannot evenmanage everyday life without plan. Strategic planning is a formalized, struc-tured, planned way to manage planning from formulation to implementation,evaluation, and control. When we talk about energy, we mostly talk about thevarious forms (physical) of energy such as nuclear, thermal, chemical, electri-cal, or other forms which create and transform energy. The sources of energycan be solar, wind, water, nuclear, electromagnetism or related to fossil – coal,gas, petroleum etc. The world rarely has sufficient energy therefore, strategicplanning for energy is essential to sustain and maintain the energy supply anddemand. The environment is our entire surroundings including the land, air,water, or the combination of all biotic and abiotic factors of the planet. Wehave ample evidence that anthropogenic disturbances have already destroyedthe balance of nature, as a result the global climatic pattern is changed, andthere has been unprecedented damage to our ecosystem. Such severe impacts due to global environmental change mean that it is extremely urgent that weformulate a strategic plan (or plans) to protect the environment. There areas yet no alternatives for Planet Earth, therefore we need planned strategiesto minimize the environmental problems. This review outlines why strategicplanning is so important for the future of energy and the environment sincethey go hand in hand Strategic planning, climate change, energy, environment, devel-opment, united nations, environmental problems, epistemology, knowl-edge gap.

This study explored rainwater harvesting as strategic planning management of the Covid-19 Pandemic in Secondary Schools in Tanzania. The study was carried out in Dodoma Region, Tanzania. It adopted a mixed research method by employing both quantitative and qualitative approaches under the cross-sectional research design. The study involved a sample of 66 out of 191 heads of public secondary schools, selected through simple random sampling and 14 student leaders who were purposely selected. A questionnaire was used to collect quantitative data while a semi-structured interview was used to collect qualitative data. The study established that most public secondary schools had a strategic management plan. However, only a few had a specific goal on rainwater harvest strategies as a reliable source of water during rainy seasons. Heads of schools appreciated the convivial role of rainwater harvesting for their institutions. Lack of funds and poor innovation from school management teams (SMTs) were among the main challenges for the establishment of rainwater harvesting in some schools. The study recommends that there is a need to conduct regular reviews and revisits to maintain flexible institutional strategic plans to some contemporary issues like pandemics. Second, school management teams (SMTs) should promote rainwater harvesting, which is known for being a cheap, affordable technology and an environmentally friendly water supply system. Third, the Tanzanian Government authorities, development partners and other stakeholders should support the public secondary schools to adopt the affordable rainwater-harvesting technology. Finally, educational institutions should build the capacity of their managers on strategic planning management skills for better planning and execution of their goals and for organizational wellbeing improvement.

The article considers strategic planning issues as a factor of public administration in Ukraine. Consideration of strategic planning in the system of public administration is carried out based on factor analysis of the study of legal phenomena in the context of modern methodological principles of the theory of administrative law and the theory of public administration. The study's relevance is due to the need to increase the effectiveness of public administration of socio-economic development and national security in terms of integration into the European Union and the North Atlantic Treaty Organization. It is noted that Ukraine has accumulated experience in public administration, methods and tools, which continue to dominate, despite the development of a new system of the socio-economic structure. The need for sustainable socio-economic development and national security as a strategic goal facing the state necessitates the creation of appropriate legal arrangements that mediate the strategic nature of planning. Integration into the European Union creates the preconditions for forming a new paradigm of public administration, which is designed to include mechanisms and tools of the new general management, able to strategically ensure socio-economic growth and the appropriate level of national security., У статті розглядаються питання стратегічного планування як фактора державного управління в Україні. Розгляд стратегічного планування у системі державного управління здійснено на основі факторного аналізу дослідження правових явищ у контексті сучасних методологічних засад теорії адміністративного права і теорії державного управління. Актуальність дослідження зумовлена необхідністю підвищення ефективності державного управління соціально-економічним розвитком і забезпеченням національної безпеки в умовах інтеграції до Європейського Союзу та Північноатлантичного договору. Зазначено, що Україною накопичено досвід адміністративного державного управління, методи і інструментарій якого продовжують домінувати, незважаючи на розвиток нової системи соціально-економічного устрою. Необхідність сталого соціально-економічного розвитку і забезпечення національної безпеки як стратегічної мети, яка стоїть перед державою, зумовлює необхідність створення відповідних правових конструкцій, що опосередковують стратегічний характер планування. Інтеграція до Європейського Союзу створює передумови становлення нової парадигми державного управління, яка покликана включити механізми та інструменти нового державного менеджменту, здатного стратегічно забезпечити соціально-економічне зростання та належний рівень національної безпеки.

The article examines the issue of defining strategy, strategic planning, substantiates the concept of competitiveness, features of regional competitiveness, and the influence of strategic planning on the level of regional competitiveness.

This study proposes a unified optimization framework for strategic planning of shared autonomous vehicle (SAV) systems that explicitly and endogenously considers their operational aspects based on macroscopic dynamic traffic assignment. Specifically, the proposed model optimizes fleet size, road network design, and parking space allocation of an SAV system with optimized SAVs' dynamic routing with passenger pickup/delivery and ridesharing. It is formulated as a multi-objective optimization problem that simultaneously minimizes total travel time of travelers, total distance traveled by SAVs, total number of SAVs, and infrastructure construction cost; thus, both the user-side cost and the system-side cost are taken into account, and their trade-off relations can be explicitly investigated. Furthermore, the problem is formulated as a linear programming problem, making it easy to solve. By leveraging the linearity, we mathematically derive a useful property of the problem: introduction of ridesharing can weakly monotonically and simultaneously decrease the user-side cost and system-side cost. The proposed model is evaluated by applying it to actual travel records obtained from New York City taxi data.

Purpose This study aims to investigate the relationships between firms’ strategic planning (SP), leadership and technology transfer competence (TTC) by specifically incorporating the mediating role of strategic quality management (SQM). Design/methodology/approach This study performs structural equation modeling using AMOS on survey data collected from 200 Turkish firms operating in multiple industries and sectors. Findings This study finds that leadership in Turkish firms operating in multiple sectors is positively associated with SQM. This study further finds that SQM positively influences Turkish firms’ TTC and mediates the roles of SP and leadership in TTC. Research limitations/implications A key research implication from this study relates to the mediating role of SQM in TTC in an emerging economy context. This study highlights that SP and leadership can play an essential role in TTC through the mediating mechanism of SQM. Consequently, SQM emerges as a crucial linking pin in conveying the impact of quality management practices on technology transfer in emerging markets. Practical implications An essential managerial implication of this study relates to the critical roles of leadership, SP and SQM in TTC. For the managers of firms operating in a relatively uncertain emerging context such as Turkey, it is essential to adopt a supportive and empowering leadership style, where open communication and innovative activities are viewed positively and SQM is adopted holistically. Also, SP should be streamlined throughout the firm and followed by SQM to support TTC. Originality/value This paper links the technology (and knowledge) management and the strategy and leadership literature streams by focusing on the mechanisms of technology transfer and delving into the linkages between SQM, leadership, SP and TTC. It specifically presents SP and leadership as precursors to SQM in their joint influence on TTC. Accordingly, this research bridges technology, strategy and leadership research and provides a broader picture of technology transfer that encompasses the joint role of different processes in firms’ TTC.

Over time, public universities have been involved in a process of modernisation based on a new concept of governance and managerial methods for increasing efficiency and effectiveness, as well as transparency and accountability. This paper aims to investigate the link between strategic planning systems and performance management systems in Italian universities by answering the following research question: to what extent do strategic planning tools contribute to performance management systems and, vice versa, to what extent can performance management systems help in the reshaping of universities’ strategies? To this end, we adopt a qualitative approach by conducting a multiple case-study analysis in the Italian context. Data are gathered through documentary analysis and interviews as primary research methods. Since scholars have mainly focused their attention on strategic planning or performance management in universities in isolation, the originality of this research lies in the attempt to connect these two important research fields, whose mutual interdependences are still to a certain extent unexplored. The implications of this study concern recommendations and suggestions for universities’ governance bodies to support their decision-making processes in the definition of their long-term objectives and performance management systems.

The goal of this article is to describe migraine advocacy as an essential means to advance the field of headache medicine. Special attention is spent outlining advocacy initiatives and priorities.There is little written about "migraine advocacy" in the literature. However, organizational and expert priorities include advocating for policies that improve systems of care, telemedicine, education, research, and public initiatives that reduce health disparities and the stigma of migraine. This summary includes the latest advocacy efforts to support policies that may improve migraine care, strengthen the field of headache medicine, and eliminate the burden of migraine.

Introduction Childhood obesity disproportionately affects low-income women, children, racial/ethnic minorities, and rural populations. To effectively promote sustainable change, healthy eating and active living initiatives should apply individual plus policy, systems, and environmental (I + PSE) approaches. Methods Four public health maternal and child nutrition teams selected through an application process participated in 12 months of technical assistance (TA) to develop action plans incorporating I + PSE in nutrition programming. TA included: (1) online modules; (2) community of practice (CoP) meetings; and (3) individual coaching sessions. Teams completed midpoint and endpoint surveys to assess TA knowledge and process outcomes. Semi-structured, in-depth interviews conducted post TA were transcribed and content analysis used to characterize themes and sub-themes. Results Facilitators to implementing I + PSE approaches included TA delivery through online modules, participation in the CoP, and individual coaching to address barriers to implementation and leadership support. Barriers were time and funding limitations, working in isolation, and lack of infrastructure and self-efficacy. Co-learning helped TA teams overcome stagnancy and promote development of creative solutions. Teams recognized relationship-building as integral to systems development. Discussion Lessons learned occurred across three main areas: relationships, capacity-building, and barriers encountered. Relationship formation takes time and is often not recognized as an asset impacting public health programing. Relationship direction – upstream, downstream, and lateral - affects ability to build organizational and systems capacity. While this study includes a small number of public health nutrition teams, this practice-based research highlights the value of I + PSE TA to tackle complex problems, with reciprocal, multisectoral support to enhance public health nutrition program impact.

When making long-term strategic decisions, organizations may benefit from characterizing their future operational environment with a set of scenarios. These scenarios can be built based on combinations of levels of uncertainty factors describing, e.g., alternative political or technological developments. However, the number of such combinations grows exponentially in the number of the uncertainty factors, whereby the selection of a few combinations to work as a basis for scenario development can be difficult. In this paper, we develop a method for identifying a small but diverse set of plausible combinations of uncertainty factor levels. The method filters an exponentially large set of possible combinations to a smaller set of most plausible combinations, as assessed by the consistencies of the pairs of uncertainty factor levels in the combinations. To support the selection of the final set of combinations from the most consistent ones, we formulate a weighted set cover problem, the solution to which gives the smallest number of maximally consistent combinations that together cover all uncertainty factor levels. Moreover, we develop an interactive software tool utilizing Multiple Correspondence Analysis to visualize the consistency and diversity of the combinations, thus improving the transparency and communicability of the methods. This paper also presents a real case in which our method was used to identify a set of plausible scenarios for the Finnish National Emergency Supply Organization to support their strategic decision making.

The question of the regulatory impact of strategic planning documents and their place among the sources of Russian law is investigated. The functions of strategic planning documents that characterize their role as a legal means of ensuring national security are defined. The analysis of the evolution of strategic planning documents in the field of national security is carried out, on the basis of which the trends of their transformation are identified.

The study explores the impact of strategic planning to achieve recommendations that improve efficiency and effectiveness in tertiary institutions in Libya. The study was carried out exclusively on employees at the University of Tripoli. The importance of this study stems, in particular, from its academic and professional contributions to the universities of Tripoli. The study favored descriptive and analytical approaches that provide a deeper insight into what's going to happen in the future and give more accurate, reliable results than pure analysis. A total of 458 executives and staff, including faculties and institutes at the University of Tripoli, make up the research's universe. In this work, participants are identified by the sampling method. After examining each subdimension of strategic planning independently with the University of Tripoli's performance level, significant differences were found for the following two variables. These sub-dimensions can be sorted by strategic analysis and strategic selection. At the University of Tripoli's performance level, no significant differences were found for the following sub-dimensions. These can be sorted by strategic vision, mission and objectives. Finally, because of the academic competency variables and the current business area, it has been found that there are statistically significant differences in participants' positions on the strategic planning level and that participants' positions on demographic data and performance concepts have been statistically differentiated based on existing business area variables.

PurposeThis paper aims to demonstrate the value of combining the strategic planning process with psychoanalytically informed interpretation through an exploratory case study.Design/methodology/approachThe authors present their experiences and findings from a consulting engagement that began as a strategic planning assignment and soon evolved into an opportunity to explore unconscious forces inhibiting organizational change. The authors, trained in both areas, chose to infuse the two into a combined process that ultimately benefited the organization and suggested novel ways to think about the common process of strategic planning going forward.FindingsThe organization's strategic planning process was considerably enhanced, and its outcomes sustained, by illuminating the unconscious forces at work, particularly as they pertain to issues of power and authority in a male organizational culture found to have a profound negative influence upon the quality of the work environment and employee morale. Findings suggest that without a psychoanalytically informed approach, strategic planning would have failed to produce sustainable change.Research limitations/implicationsWhile the findings reported are from a single case study, the themes explored are likely shared across multiple organizations. There is, therefore, significant potential in combining strategic planning with a psychoanalytic approach to improve organizational effectiveness and employee morale.Originality/valueAlthough common in organizations, strategic planning is rarely augmented with psychoanalytic insights. This case study is the first of its kind to show how the two interventions may complement each other.

Meituan, an Internet company that focuses on businesses such as food delivery and hotel-ordering, was first launched in 2009. Within a decade, Meituan has evolved into a shopping platform that Chinese rely on, due to Meituan’s smart strategic planning, marketing positioning, high working efficiency, and its variety of business branches. Meituan has emerged as one of the Top 20 Risers global brands and ranked 54th among the Top 100 brands in 2020. As a service company that occupies the biggest portion of food delivery within the Chinese market, it’s of significance to explore what factors make Meituan the most successful and popular platform that changes people’s way of living. By investigating on Meituan’s financial reports, industry analysis, case studies and peer brand comparison, this paper will analyze Meituan’s strategic planning and development of its business and its linkage with consumer psychology, examine the factors that contribute to Meituan’s success, and provide inspiration of the brand’s future development.

Textile industries in Turkey are confronting changing difficulties at various times in this new millennium. Consequently, the world is becoming smaller in operational extent due to progress in information and communications technologies and other modern advances. The fractious cultural movements that induce successive crisis are confronted by organizations that risk their property, and therefore their on-going prospects. These have lately presented themselves in a variety of failures that range from financial failure, epidemics, and other natural calamities; violent actions among staffs and from terrorist factions as well. The private sector is confronting change as varied organizations experienced transitions, as a result of strong competition and compelling technological advances that arise during periods of socio-economic and political progress. Firms do not manage these factors by themselves but will respond to changes if they are required to strategically devise schemes. Planning for crises and responding appropriately to them, will make the firm improves its abilities to survive and thrive. Crisis management focuses on coping with threats, while strategic planning focuses on revealing opportunities. The use of strategic planning in the time of crisis will significantly benefit the firm by having advantages to operate and compete and also to have resilience in dealing with uncertainties. Therefore, to be resilient, firms will need to use intensively strategic planning in turbulent and changing situations in order to survive and thrive. It is the responsibility of managers and leaders in firms to consider all these types as possibilities for crises and have strategic and tactical plans, as a result crises could be rapidly resolved or prevented from happening. Strategic planning is critical to make sure that the textile sector is prepared to meet future difficulties. Modern strategy-oriented planning comprises a lengthy system for realizing a vision or managing future environmental conditions. The processes are neither fully prescriptive nor fully clear. Given this assumption, we typically characterize strategy-oriented planning processes in terms of structured activities that continually cover objectives and mission, survey the competitive environment, analyses strategic options, and coordinate implementing activities throughout an entire organization. Keywords: Strategic Planning, Crisis Management, Textile Sector, Turkey

The study's goal was to give stakeholders information drawn from employees' lean thinking on organizational culture during a hostile moment, as well as to produce a strategic planning idea for the distribution and retail chain of outlets. To discover significant facts about the topic, a descriptive survey with a mixed qualitative and quantitative research approach was used. Employees of ten (10) corporations involved in distribution and retail chain stores in Metro Manila were polled for information, to learn about substantial and minor variances in employees' attitudes toward lean thinking in terms of organizational waste, as defined by the organizational culture in the workplace. Findings between lean thinking and business culture revealed significant disparities in employee status. It refers to personnel who, regardless of their job title, may contribute to the organization's waste. This research will be used as a foundation for strategic planning for supply networks in distribution and retail chains in any company industry during and after an adversarial phase.

Mobile medical units (MMUs) are customized vehicles fitted with medical equipment that are used to provide primary care in rural environments. As MMUs can be easily relocated, they enable a demand-oriented, flexible, and local provision of health services. In this paper, we investigate the strategic planning of an MMU service by deciding where MMU operation sites should be set up and how often these should be serviced. To that end, we study the strategic planning problem for MMUs ( SPMMU ) – a capacitated set covering problem that includes existing practices and two types of patient demands: (i) steerable demands representing patients who seek health services through a centralized appointment system and can be steered to any treatment facility within a given consideration set and (ii) unsteerable demands representing walk-in patients who always visit the closest available treatment facility. We propose an integer linear program for the SPMMU that can be solved via Benders decomposition and constraint generation. Starting from this formulation, we focus on the uncertain version of the problem in which steerable and unsteerable demands are modeled as random variables that may vary within a given interval. Using methods from robust optimization and duality theory, we devise exact constraint generation methods to solve the robust counterparts for interval and budgeted uncertainty sets. All our results transfer to the session-specific SPMMU and we evaluate our models in a computational study based on a set of instances generated from a rural primary care system in Germany.

Several urban studies have concluded that the urban uses compete and fight to dominate different areas of the city. The services and commercial uses usually dominate the city centers and the areas with high value due to its accessibility, while the residential uses dominate the areas near to the services centers and jobs generator areas. Unplanned residential areas usually occupy the out-skirt areas of the city, and Industrial uses are also looking for areas of lower value especially those that are environmentally and spatially suitable.The research will focus on studying the relationships between the planning processes and its steps and its role in the competition for control of urban areas to turn the areas into a planned or unplanned area, especially with the implementation of the comprehensive planning approach for long periods from 1950th until 2008 where the strategic planning approach was applied for guiding urban development plan, but it has not shown a clear positive impact on locating urban areas and uses in the city because of private property ownership which can't be controlled by law, and also could not prevent any occupation of land areas by the domestic land use.Research Aim: To create and reinforce some strategic planning tools that contributes to solve the conflict between planned and unplanned areas, and to create a map that illustrate the interaction between planned and unplanned urban areas inside the city.

Aim. The presented study aims to substantiate the content of the problem of improving the strategic planning of production and implementation of cloud software products (CSPs).Tasks. The author analyzes the demand for cloud software products from the strategic perspective; analyzes the theoretical foundations of strategic planning; substantiates major enterprise goals in the development of SCPs in accordance with the goals and objectives of the national projects of the Russian Federation and the needs of user enterprises; classifies informatization enterprises engaged in the development of SCPs, making it possible to conduct a comparative audit of enterprises engaged in SCP development; develops the concept of strategic planning for informatization enterprises engaged in the development and implementation of SCPs.Methods. This study uses strategic planning tools, statistical analysis of the development of digitalization enterprises based on cloud software products, the systems approach, theory of the efficiency of strategic planning of SCP development and implementation, theory of emergence in the assessment of the activities of an interconnected chain of cloud digitalization enterprises, mechanisms for coordinating economic interests based on the theory of collective decision-making.Results. The pace of cloud digitalization of the Russian economy is insufficient and requires scientific, methodological, and government support. Well-known theoretical and methodological studies of strategic planning do not make allowance for the specific aspects of the activities of enterprises engaged in the production and implementation of SCPs and need to be further developed in this direction. The existing classification of SCPs does not fully meet the objectives of the national projects of the Russian Federation and the requirements of user enterprises. Enterprises engaged in the development and implementation of SCPs are classified to enable audit of the quality of their activities. The author proposes an original concept of improving the strategic planning of enterprises engaged in the development and implementation of SCPs.Conclusions. Resolving the issues identified by the author is an important national economic objective for improving the strategic planning of the activities of informatization enterprises engaged in the development and implementation of SCPs. Solving this problem is key to increasing the economic efficiency of both informatization enterprises and SCP user enterprises in the context of cloud information systems, improving the efficiency of digitalization of the country’s economy as a whole.

In keeping with the New Public Management dispensation, state corporations in Kenya have taken up strategic planning with a view to effect reforms for improved service delivery. New Public Management particularly advances a customer-centric approach to public administration for improved service delivery, with the public, who are the recipients of public service, as key stakeholders in public administration. Despite this, service delivery in the Agribusiness sub-sector in the country is riddled with inadequacies highlighted by among other complaints, unpaid produce supplies, dwindling finances, slumped agricultural extension services and low produce prices. Against this backdrop, the study set out to establish the effect of strategic planning on service delivery and assess how stakeholder involvement influences the relationship between strategic planning and service delivery among agribusiness state corporations in Kenya. Grounded on the New Public Management and Stakeholder theories, the study adopted the positivism paradigm and the descriptive cross-sectional research design. Targeting 73 state corporations pertinent to agribusiness in the country, primary data was collected by use of a structured questionnaire with institutional heads as the units of observation. Both descriptive and inferential statistics were then employed in data analysis. It was established that strategic planning has a significant positive influence on service delivery. Stakeholder involvement was however found to not have a significant moderating effect on the relationship between strategic planning and service delivery. This was attributed to the technocratic approach in the formulation of the strategic plans among state corporations and the numerically limited nature of most stakeholders in state corporations represented in the boards of directors. Following a significant direct effect of stakeholder involvement on service delivery among Agribusiness state corporations in the country, state corporations are implored to involve stakeholders in strategic planning and observe meaningful participation, communication and dispute resolution in the engagement.

Subject. This article analyzes the system of State strategic management and planning against the background of significant changes in the external macroenvironment – political, economic, and social, as well as changes in the spatial organization of the Russian economy with a focus on the Arctic region. Objectives. The article aims to determine the relationship between the national strategic planning documents that determine the long-term development of the Northern Sea Route (NSR), and analyze the possibilities of developing Arctic oil and gas reserves, which largely depend on the creation of a system of sea communications. Methods. The study is based on a general-research approach. Systematized legislative and regulatory acts of the Russian Federation regulating the issues of State strategic planning were an information base. Results. Based on the analysis and systematization of the regulatory strategic documents of the Russian Federation for 2014–2020 related to the development of the Arctic zone of the Russian Federation and the Northern Sea Route, the article defines the NSR’s role in changing the spatial organization of the country's economy and shows its strategic importance for the economic security of Russia. Conclusions. In the current system of strategic planning, the Northern Sea Route is actually the core of the Arctic economy of Russia. There are new opportunities for developing entrepreneurship and improving the socio-economic situation of the Arctic areas.

Strategic planning for the development of manufacturing industries in the Russian Federation should be based on the results of a comprehensive analysis of the existing level of industrial development of the regional and national economy, prospects and mechanisms for the development of industrial potential, including the definition of the industry specifics of the subjects of the Russian Federation, planned statistical indicators in terms of the growth of high-tech products and taking into account the implementation of import substitution programs. The article considers the current state of strategic planning in the practice of manufacturing industries of the Russian Federation. The review of the main directions of the state industrial policy in relation to manufacturing industries in the field of strategic planning is given, as well as the key challenges and opportunities for the development of this activity in Russia are considered, the state of the manufacturing industry at the national level is assessed on the basis of statistical reports. The proposals for expanding the presence of manufacturing products on the Russian market under import substitution programs are considered and the prospects and necessary conditions for the development of manufacturing industries in the Russian Federation until 2024 and for the period up to 2035 are predicted.

Bodies of territorial public self-government (TPSG) are one of the key participants in the strategic planning process at the municipal level. These organizations make an important contribution to achievement of sustainable development goals of the municipality. Territorial public self-government bodies are not the driving force behind the development of the municipal economy. However, they are able to solve the problems of social development of the territory by using the resources of self-organization. The existing potential allows TPSG bodies not only to participate in the development of strategic documents, but also to take part in the implementation of specific projects. Participation in the project can be carried out both in a non-financial form (labor) and in a financial form (based on the results of use of self-taxation, crowdfunding, fundraising, business income, and other sources). Therefore, it is extremely important for the authorities to involve TPSG bodies in strategic planning processes in order to improve the quality of final documents, as well as increase the efficiency of their realization. However, a number of factors hinder the successful involvement of bodies of territorial public self government in strategic planning processes. The established practice of involvement of public in managerial decision-making processes leads to a low interest of non-profit organizations in participation in such procedures. In addition, the level of development of educational infrastructure in the field of territorial public self-government does not allow the heads of territorial public selfgovernment bodies to achieve the sustainable development goals of the municipality territory, as well as to develop skills in organizational management within its borders. As a result of the introduction of a set of suggested measures in the regions, the conditions will be created for the territorial public self-government authorities to realize their potential fully, which will ultimately be reflected in the improvement of the quality of residents’ life.

The Covid-19 pandemic affects all sectors of life. In order to face the pandemic, dynamic policies are crucial due to the acceleration of the pace of the covid-19. This study aims to analyse the effect of strategic planning and transformation on performance with dynamic policy as a moderating variable. The method is a moderated regression analysis with a stratified random sampling in the Indonesia Police Agency. The results show that strategic planning and transformation impacted the performance partially and simultaneously. The dynamic policies significantly strengthen the impact on performance. This research implies that goodwill and strategic proses are crucial to managing collaborative policies on the pandemic by integrating intelligently, quickly, dynamically, and collaboratively. Furthermore, leadership and collaboration are crucial contributions to performance, but communication with other parties shows salient weaknesses. In addition, horizontal and vertical perspectives need further comprehensive analysis.

У статті досліджено сутність категорії стратегічного планування та вибору оптимального періоду для його проведення. Проведення стратегічних сесій є однією з найпоширеніших послуг, які надають бізнес-консультанти. Стратегія єдуже добре розкритою темою. На дану тему є величезна кількість публікацій із описом різноманітного досвіду.Проте більшість стратегій залишається на папері і не реалізовується. Крім того, існує така тенденція: компанія, яка не приступила до реалізації стратегії, втрачає віру в те, що стратегія взагалі потрібна.У пошуку причин проблеми не використання стратегії в операційній роботі здалося цікавим поглянути на неї з іншого боку. Очевидно, що методи та підходи підготовки та проведення стратегічної сесії є дуже важливими. Але також важливою частиною стратегічного планування є саме час, в який проводяться стратегічні сесії. Вибір даного періоду є надзвичайно важливим. В більшості компаній роботу над стратегією розпочинають у грудні та закінчують наприкінці січня. В результаті цілі у відділах з'являються лише ближче до середини лютого. Тобто. півтора перших місяця працівники не є сфокусованими на своїх цілях і замість того, щоб з початку року почати роботу з досягнення цілей, вони півтора місяці займаються їх обговоренням і деталізацією. Необхідноврахуватибагатофакторів, наприкладстратегічна сесія повинна займати дуже мало часу, щоб персонал не відволікався та не втомлювався. Також роботи з підготовки та проведення стратегічної сесії не повинні призводити до того, що відповідальний за її підготовку не зможе виконати свої посадові обов'язки.Рішення про проведення стратегічної сесії ухвалює керівництво компанії. Стратегія компанії має надзвичайно високий пріоритет. У такій ситуації решта справ стає менш значущою. Це може призвести до погіршення економічних показників, але це виявиться непоміченим через те, що все керівництво сфокусоване на роботі над стратегією. Намагаючись отримати підвищення ефективності підприємства розглядають прибуток, витрати, суми та умови інвестицій. Здалося цікавим спробувати досягти ефективності переміщенням дії в часі. Виявилося, що такий метод може заслуговувати на увагу. Переміщенням часу стратегії вдалося отримати економічну вигоду без фінансових вкладень. The article examines the essence of the category of strategic planning and the choice of the optimal period for its implementation. Conducting strategic sessions is one of the most common services provided by business consultants. Strategy is a very well covered topic. There is a huge number of publications on this topic with descriptions of various experiences. However, most strategies remain on paper and are not implemented. In addition, there is such a tendency: a company that has not begun to implement a strategy loses faith in the fact that a strategy is needed at all. In search of the causes of the problem of not using the strategy in operational work, it seemed interesting to look at it from another angle. Obviously, the methods and approaches of preparing and holding a strategy session are very important. But also an important part of strategic planning is precisely the time at which strategic sessions are held. The choice of this period is extremely important. In most companies, work on the strategy begins in December and ends at the end of January. As a result, goals in departments appear only closer to the middle of February. That is, in the first month and a half, employees are not focused on their goals, and instead of starting work on achieving goals from the beginning of the year, they spend a month and a half discussing and detailing them. Many factors need to be taken into account, for example the strategy session should take very little time so that the staff are not distracted and tired. Also, work on the preparation and holding of a strategic session should not lead to the fact that the person responsible for its preparation will not be able to fulfill his official duties. The decision to hold a strategic session is made by the company's management. Company strategy has an extremely high priority. In such a situation, the rest of the affairs become less significant. This may lead to a deterioration in economic performance, but this will go unnoticed because all the management is focused on working on the strategy. In an effort to increase efficiency, enterprises consider profits, costs, amounts and terms of investments. It seemed interesting to try to achieve efficiency by moving the action in time. It turned out that such a method may deserve attention. By shifting the time of the strategy, it was possible to obtain economic benefits without financial investments.

For nearly 30 years, strategic planning researchers, advocates, and practitioners have argued that effective strategic management is a tool to improve organizational performance. They argue that this is associated with a positive relationship between strategic planning and organizational performance. They argue that strategic planning is associated with the organization and environmental harmony. This is because improved financial performance, the definition of effective organizational missions, is vital to create and sustaining competition. The Relationship between Strategic Planning and Performance Concepts requires that strategic planning and performance management processes be considered inseparable as two parts when both concepts require an efficient and efficient operation. In fact, the relationship between the two concepts can be expressed quite simply. Targets are part of the strategic planning process. This study aims to understand strategic planning by taking into account the present circumstances.

The purpose of this article is to determine the association between decentralised strategic planning and capacity development as driving forces of leadership for improved performance in public high schools in Mpumalanga Province, South Africa. This study used pragmatism as a research paradigm and followed a parallel convergent mixed methods research approach. The sample comprised 170 respondents consisting of 130 school governing body (SGB) members and 40 Department of Education (DoE) officials. Quantitative data were collected from SGB members through a survey while qualitative data were collected from participants using focus group discussions (FGDs) and individual interviews. The qualitative data were analysed using thematic analysis while SPSS software was used to analyse quantitative data. In testing the hypothesis, it was proven that decentralised strategic planning capacity in SGBs was associated with the effectiveness of strategic planning in Mpumalanga’s high schools. The study revealed that the variables, capacity development and decentralised strategic planning, are well associated, and influence leadership for improved performance in high schools. The study also found that school leaders who can develop capacity are able to promote better performance in their schools. Meanwhile, the qualitative results concurrently supported the results of the quantitative study as the influence of capacity development on decentralised school planning proved to have improved school performance and effective decentralised school leadership.

Purpose: This study evaluated the effects of strategic planning on organizational digitization at Kisumu law courts. The study specifically sought to assess the effects of organizational environmental scanning, organizational direction, management participation and strategy implementation on organizational digitization of Kisumu law courts. Methodology: A descriptive research design was used. The target population comprised of 130 respondents comprising of judicial staffs working in in Kisumu law courts. A census approach was applied where all the respondents were involved in the study. The study used questionnaires to gather data. The study applied both descriptive and inferential statistics to analyze the collected data. Descriptive statistics comprised of mean and standard deviation while the inferential statics comprised of correlation and regression analysis. The statistics were generated through Statistical Package for Social Statistics and results presented in form table and figures. Findings: The study established that strategic planning comprising of organizational direction, organizational direction, management participation, and strategy implementation accounts for 65.1% of variations in organizational digitalization of Kisumu law courts. The regression analysis results revealed that strategic planning (organizational direction, organizational direction, management participation and strategy implementation) positively and significantly affects organizational digitization of Kisumu law courts. This is shown by beta values of 0.313, 0.306, 0.486 and 0.278 and corresponding significance values of 0.002, 0.006, 0.000 and 0.012 respectively. Implications to theory, practice and policy: This bears the implications that increasing either organizational direction, organizational direction, management participation or strategy implementation with one units to an increase in the levels of organizational digitization with respective beta values. The study provided recommendations to the management of Kisumu law courts to enhance the aspects of strategic planning comprising of organizational direction, organizational direction, management participation and strategy implementation since the practices contributes to enhanced organizational digitization.

BACKGROUND: Strategic planning is very important in achieving sustainable organizational performance. Therefore, leaders need to pay attention to their planning by considering the conditions they face. OBJECTIVE: This study aims to investigate the relationship between strategic planning and performance with organizational trust as a mediator and pandemic planning as a moderator. METHODS: A survey technique was used to obtain cross-sectional data on 227 food business leaders (restaurants and cafes). Furthermore, the data were analyzed using Hayes Process Macro models 4 and 8 to answer the research hypothesis. RESULTS: The results showed that strategic planning had a positive effect on organizational trust and performance. Moreover, the relationship between strategic planning and performance was mediated by organizational trust and moderated by pandemic planning. However, pandemic planning was not proven as the moderator on the relationship between strategic planning and organizational trust. CONCLUSIONS: This study contributes to the performance of the food business by relating strategic planning, pandemic planning, and trust as the drivers of organizational sustainability. Moreover, the findings have implications for leaders that the interaction of pandemic planning needs to be considered in efforts to improve organizational performance during the COVID-19 period.

Purpose: To examine the influence of strategic planning on the organizational performance among commercial-based parastatals in Kenya. Methodology: The study used a descriptive research design to collect data on a target population of six (6) commercial based parastatals. The respondents were 45 departmental managers and 151 administrative staff. The study obtained the sample size of 40 departmental managers and 110 administrative staff using simple random method. They were issued with closed and open-ended. Further, pre-test study was conducted at Kenya Airways where 4 departmental managers and 11 administrative staff. Additionally, descriptive analysis, frequency tables and explanation were used to illustrate the results. Further, inferential statistics were be examined using multiple regression and correlation analysis. Results: The dependent variable results indicated that 75(69%) respondents strongly agreed on the highest mean of 4.37 (SD of 1.04), that the management motivated the staff to go and get a higher academic qualification. Additionally, on a mean of 3.67 (SD of 1.32), 51(48%) respondents strongly agreed that the number of clients has been increasing for the last few years. That notwithstanding, 85(79%) disagreed on a mean of 2.22 (SD of 0.73), that the parastatals had enough cash to meet their financial obligations effectively. The independent variable results indicated that 38(36%) and 19(18%) respondents strongly agreed and agreed respectively on a mean of 3.81(SD of 1.01), that strategic forecasting had significantly informed their strategic planning. This was closely followed by availability of resource allocation influenced employee motivation. This question had a mean of 3.55 (SD of 1.04) where 28(26%) respondents strongly agreed and 19 (18%) agreed on the sentiments. However, 39(36%) respondents strongly disagreed while 51(48%) disagreed that bench marking had always guided their strategic planning decisions on a mean score of 2.98 (SD of 1.04). The Pearson correlation coefficient was r=0.700** at α < 0.000 and 99% significance level indicating a positive correlation between strategic planning and organization performance. Unique contribution to theory, policy and practice: The basis of the parastatals’ strategic planning was not supported by any bench marking but rather a specific individual’s knowledge and experience. Therefore, when the individual at any capacity left the parastatal, the remaining team did not have a clear way of formulating strategies or benchmarking them with other corporates. The study recommends that there should be developed processes of strategic planning which are well documented by the management and have a policy to guide on what should done, who should be consulted and when should that happen in case of eventualities. Further, the management should encourage work mentorship from senior management to junior employees to orient them on management issues. This would help the employees gather relevant skills and knowledge to make strategic decision, when need be, on behalf of the parastatal.

The study aimed to know the level of application of strategic planning and crisis management and to measure the impact of strategic planning on crisis management in the Free Zone Authority - Aden. In addition to using the simple linear regression method to test the hypotheses of the study by taking a random sample of the employees of the Free Zone Authority - Aden, which amounted to 68 employees - a questionnaire was distributed to the study sample and the data was analyzed. In crisis management, represented in the discovery of early warning signs, damage containment, preparedness and prevention among workers in the Aden Free Zone Authority. The study also showed a weak positive impact of strategic planning on learning and decision-making in the Free Zone Authority - Aden.

The Issus of organizing the strategic planning of the activities of defense enterprises are considered. The methodological study of the research Is. made it possible to defne strategic planning as a dynamic set of interrelated management processes, endowing the category with efciency and the ability to adjust. The organization of a completely new ecosystem confguration of relationships with the establishment of a strategic alliance of the participants is proposed, which is most relevant in the feld of close state interest. Conceptual approaches of value-oriented integration of functional areas of stakeholders have been formed, designed to ensure the coordinated movement of information, knowledge and other flows in real time according to the vector of the strategic direction of the ecosystem development

Purpose: of the study is to determine the possibilities of borrowing the Chinese experience of strategic planning of innovative development in Russia.Methods: the study of the innovative experience of the PRC in strategic planning and the prospects for Chinese-Russian cooperation in this area was carried out using a content analysis of the features of strategic planning of the scientific, technological and innovative potential of the PRC and the Russian Federation, as well as analysis of statistical data on innovative and economic development presented in statistical collections of Russia and the PRC.Results: it is shown that the systems of strategic planning of Russia and the PRC are in many respects similar. Many of the strategic initiatives of the PRC are adopted in Russia. At the same time, the attitude to strategic planning in the two countries is different. In Russia in the field of strategic management of science, it is recommended to strengthen international scientific and technical cooperation between Russia and the PRC in the difficult conditions of the modern world.Conclusions and Relevance: taking into account global trends, it is proposed to introduce such innovations into the strategic planning of the scientific and innovative sphere of Russia. First, there is a clearer linking of the tasks of innovative development to the general tasks of the country (long-term national and sectoral development goals). Also, a detailed substantiation of the possibility of implementing the selected priorities. Finally, greater clarity of the planned ones. mechanisms for ensuring partnership between the state and business in achieving strategic objectives of scientific and innovative development.The principles and approaches of the China to strategic planning of development in general and innovative development in particular in Russia should be used carefully and creatively. From an economic point of view, it would be expedient to integrate research more closely, create large joint projects and plan them together in a mutually respectful dialogue between scientists and experts from Russia and China.

The purpose of the work is to substantiate the basic methodological provisions that ensure the development of an effective model of state strategic planning and management. The article analyzes the meaning and significance of the currently used concept of “strategic planning”. As a result, it was concluded that in countries with a centralized unitary form of government, it is more correct to use the term “state strategic planning and management” rather than state strategic planning. “ This is due to the fact that regulation of the activities of enterprises in the corporate sector is carried out by indirect methods. In relation to organizations that are funded from the budget, management is carried out by economic and organizational and legal methods of direct action.The article proposes and substantiates a fundamental model of state strategic planning and management. In addition to traditional elements, which include a mission, a system of goals, a set of means to achieve it, an organizational structure and management mechanisms, it includes an organizational culture. The latter is one of the main and effective strategic tools that ensure consistency in the work of management and the team to achieve established goals. However, in the real practical activities of state bodies, this important element is not included in the regulatory legal documents governing the procedure for the development and implementation of planning, program and project documents. The article provides a system of principles, the requirements of which must be observed when developing strategic documents and the methods corresponding to them. Also, based on the analysis of foreign experience, in particular of the OECD countries, limitations and typical mistakes in the use of strategic planning and management are given.

One of the Land Asset Management facets in Indonesia has been so far the possession of the land as an asset for local government. The regulation allows local government to organize local land assets to support land use planning in various patterns. While at the same time, Indonesia has a rigorous rule on land use planning with Euclidean Zoning System called RTRW Plan, which lasts for 20 years. Land use patterns could not be ruled by projecting a specific order, ideology, technical stances, etc. This article would like to contextualize a dynamic in which city leader infrastructure strategic planning was being technically anticipated by filtering out the feasibility of local land asset which meet the minimum requirement of the RTRW as the principal reference for spatial land use planning. This article does not necessarily address its aim at problematizing RTRW; rather, in the first place, it discusses the vigorous of the local government technical department to bridge a so-called City Leader strategic planning with the current systems of the RTRW. Here, the article would argue that a tiny time frame of the City Leader's order leaves a narrow space for technical staff to map out a holistic technical plan. Instead, opting for a specific local land asset appeared to be the instant solution to such a plan. Furthermore, the second concern of this article specified its attention on providing the technical means so that the choice of the predetermined location was constructively and objectively justified beforehand. A specific case study of Pekalongan Regency, Central Java Indonesia, allowed delving into the empirical case. The city leader was at the last year of his terms, and it was claimed, the choice to develop hospital infrastructure was part of a political maneuver. A qualitative approach in the form of in-depth interviews and compilation of secondary documents was employed. The city technical managers needed to operate rational technocratic mechanisms to the politico-technique juxtaposition to justify the planning problem's technical rationality and the other side to provide a technical solution, pointing out land assets under the framework of the RTRW. Thus, the arguments developed in this work contested the land choice technical assessments were not necessarily neutral rather a supporting element to adjust the overwhelming leader's strategic choice fully. Further discussion materials are proposed. In this case, the political strategy created a circumstance of instantaneity and a limited time frame that could lead to the enthusiasm of strategic thinking under the realm of the urban planning system.

General Eisenhower’s decisions to postpone and, one day later, to launch the “D-Day” invasion of Normandy are a gripping illustration of sequential decisions under uncertainty, suitable for any introductory decision analysis class. They’re also the archetypal example of weather-sensitive decision making using a forecast. This paper develops a framework for analyzing weather-sensitive decisions with a focus on the less-familiar strategic decisions that determine how forecasts are produced and what operational alternatives are available so that decision makers can extract value from forecasts. We tell the story of the decisions made in the months before D-Day regarding how to set up the forecasting process and the myriad decisions implicating nation-level resources that prepared Allied forces not just to invade, but to hold open that decision until the last possible hour so that Eisenhower and his staff could use the critical forecasts. Finally, we overview the current state of the weather-forecasting enterprise, the current challenges of interest to decision analysts, and what this means for decision analysts seeking opportunities to help the weather enterprise improve forecasts and to help operational decision makers extract more value from modern weather forecasts.

Strategic planning was incorporated into urban planning processes towards the end of the twentieth century. It was propelled by the ‘Barcelona model’, intrinsically related with the hosting of the ...

Uterine transplant (UTx) is performed to address absolute uterine infertility in the presence of uterine agenesis, a non-functional uterus, or following a prior hysterectomy. Following the initial success of UTx resulting in a livebirth (2014) in Sweden, there are over 70 reported UTx surgeries resulting in more than 40 livebirths worldwide. Currently, UTx has been performed in over 10 countries. As UTx is transitioning from an "experimental procedure" to a clinical option, an increasing number of centers may contemplate a UTx program. This article discusses essential steps for establishment of a successful UTx program. These principles may be implemented in cis- and transgender UTx candidates.