The objective of the course is to provide students with a comprehensive understanding of the principles, processes and methods of strategic planning. The course introduces the stages of the strategic planning process, from defining organisational mission, vision and long-term objectives to analysing the external and internal environment, identifying strategic alternatives, selecting appropriate courses of action and translating strategic objectives into implementation plans. The course aims to develop students’ ability to prepare coherent, evidence-based and realistic strategic plans. Particular emphasis is placed on environmental analysis, stakeholder assessment, scenario planning, objective setting, resource allocation, risk assessment, performance indicators and the monitoring of strategic implementation. By the end of the course, students are expected to be able to connect long-term organisational goals with operational programmes, budgets and measurable outcomes.
Strategic planning (MAGABAN-STRAPLAN-1)
Basic data
Instructors
Course objectives
Course content
Lectures
The lectures cover the theoretical foundations, structure and principal methods of strategic planning, including: the concept, purpose and importance of strategic planning; the relationship between strategic planning, strategic management and operational planning; the stages and logic of the strategic planning process; organisational mission, vision, values and long-term objectives; stakeholder identification and stakeholder analysis; analysis of the macro-environment using PESTEL and related frameworks; industry, market and competitor analysis; internal analysis of resources, capabilities and organisational competencies; SWOT and TOWS analysis; identification and formulation of strategic issues; development and evaluation of strategic alternatives; selection and prioritisation of strategic objectives; scenario planning and the treatment of uncertainty; strategic forecasting and the interpretation of future trends; preparation of strategic programmes, action plans and implementation schedules; allocation of financial, human and organisational resources; strategic risk identification, assessment and mitigation; formulation of key performance indicators and strategic targets; the Balanced Scorecard and other strategic planning frameworks; integration of strategic plans with annual plans and budgets; monitoring, review and revision of strategic plans; sustainability, digital transformation and innovation in strategic planning; the structure, content and formal requirements of an organisational strategic plan.
Seminars
During the practical classes, students apply the concepts and methods of strategic planning to organisational problems, case studies and planning exercises. The practical work includes: formulating organisational mission, vision and long-term objectives; identifying and analysing key stakeholders; conducting macro-environmental analysis using the PESTEL framework; analysing industries, markets and competitors; assessing organisational resources, capabilities and core competencies; preparing SWOT and TOWS analyses; identifying strategic issues, opportunities, threats and development priorities; generating and comparing strategic alternatives; evaluating strategic options on the basis of feasibility, suitability and acceptability; defining strategic objectives, priorities and measurable targets; preparing scenarios and analysing alternative future developments; developing strategic programmes, action plans and implementation schedules; determining responsibilities, milestones and resource requirements; linking strategic objectives to annual operational plans and budgets; identifying and assessing strategic risks; formulating risk-mitigation measures; developing key performance indicators and monitoring systems; preparing strategy maps and Balanced Scorecards; evaluating the consistency and feasibility of strategic plans; preparing written strategic planning documents; presenting and defending strategic proposals; formulating evidence-based recommendations for decision-makers; working effectively in individual and group-based strategic planning tasks.
Acquired competences
Knowledge
The student: understands the concept, purpose and main stages of strategic planning; knows the relationship between strategic planning, strategic management and operational planning; understands the role of mission, vision, organisational values and long-term objectives; knows the principal methods of external and internal environmental analysis; is familiar with PESTEL, stakeholder, industry, competitor, SWOT and TOWS analyses; understands the identification and prioritisation of strategic issues; knows the methods used to generate, compare and evaluate strategic alternatives; understands scenario planning, forecasting and the management of uncertainty; knows the principles of strategic objective setting and the formulation of measurable targets; understands the relationship between strategic programmes, action plans, resource allocation and budgeting; knows the main methods of strategic risk identification, assessment and mitigation; understands the role of key performance indicators, strategy maps and the Balanced Scorecard; knows the principles of monitoring, reviewing and revising strategic plans; understands the importance of sustainability, innovation and digital transformation in strategic planning.
Skills
The student is able to: formulate an organisation’s mission, vision and long-term objectives; identify and analyse relevant stakeholders; conduct external environmental analysis using appropriate strategic planning tools; assess organisational resources, capabilities and core competencies; prepare PESTEL, SWOT and TOWS analyses; identify strategic problems, opportunities, threats and development priorities; develop and compare alternative future scenarios; generate and evaluate strategic alternatives; define coherent strategic objectives, priorities and measurable targets; prepare strategic programmes, action plans and implementation schedules; determine responsibilities, milestones and resource requirements; connect strategic objectives with operational plans and budgets; identify and assess strategic risks; formulate appropriate risk-mitigation measures; develop key performance indicators and monitoring frameworks; prepare a logically structured and evidence-based strategic planning document; present, justify and defend strategic proposals; formulate practical recommendations for organisational decision-makers.
Attitude
The student: approaches organisational development with a long-term and future-oriented perspective; demonstrates analytical, systematic and evidence-based thinking; is open to alternative scenarios, new ideas and innovative solutions; recognises the importance of stakeholder interests and organisational cooperation; is committed to realistic, coherent and implementable strategic planning; considers the economic, social and environmental consequences of strategic decisions; demonstrates sensitivity to uncertainty, risk and changing environmental conditions; values the use of reliable information and appropriate analytical methods; is receptive to professional feedback and the revision of strategic assumptions; demonstrates ethical and responsible behaviour in the preparation and communication of strategic plans; is willing to cooperate in multidisciplinary and group-based planning processes; is committed to continuous professional development.
Autonomy and responsibilities
The student is able to: independently perform basic and intermediate strategic planning tasks; select appropriate analytical methods for a defined organisational problem; take responsibility for the accuracy, consistency and professional quality of strategic analyses; independently interpret environmental and organisational information; formulate strategic objectives and recommendations within a defined planning framework; recognise the limitations of available information, forecasts and analytical tools; make justified assumptions under conditions of uncertainty; take responsibility for the feasibility and internal consistency of proposed strategic actions; work independently and collaboratively in strategic planning projects; coordinate assigned planning tasks and contribute responsibly to group decisions; recognise situations requiring additional information or specialist expertise; comply with professional, ethical, confidentiality and data-protection requirements.
Additional professional competences
The student is able to: collect, organise and evaluate information required for strategic planning; use spreadsheet, presentation and data-visualisation tools for planning purposes; prepare strategic matrices, diagrams, strategy maps and implementation schedules; convert complex strategic information into clear and decision-oriented documents; combine qualitative and quantitative information in strategic analyses; assess the coherence between objectives, actions, resources, risks and performance indicators; support strategic decision-making through structured analysis and scenario evaluation; communicate strategic proposals clearly in written and oral form; prepare executive summaries and professional presentations; cooperate effectively with managers, functional specialists and external stakeholders; apply professional terminology related to strategic planning; contribute to the monitoring, evaluation and revision of organisational strategic plans.
Requirements, evaluation and grading
Mid-term study requirements
Students are required to participate actively in lectures and practical classes and to complete the individual and group assignments specified by the instructor. The mid-semester requirements include: regular participation in classroom activities and case-study discussions; completion of strategic planning exercises and analytical tasks; preparation of external and internal environmental analyses; application of strategic planning tools, including stakeholder analysis, PESTEL, SWOT and TOWS analysis; formulation of organisational mission, vision, strategic priorities and measurable objectives; development and evaluation of strategic alternatives; preparation of scenarios, action plans, implementation schedules and risk assessments; development of key performance indicators and monitoring criteria; preparation and presentation of an individual or group strategic planning project; successful completion of written tests, quizzes or other mid-semester assessments determined by the instructor; submission of all required assignments by the specified deadlines; compliance with academic integrity, citation and formal requirements. The successful completion of the semester requires achievement of the minimum performance level specified by the instructor in each compulsory assessment component. The detailed assessment criteria, deadlines and weighting of individual tasks are communicated at the beginning of the semester.
Generative AI usage
Use of GAI tools is fully permitted, provided their use is properly cited and does not compromise achieving the learning outcomes defined in the course description.
Study aids, laboratory background
Corporate Performance & Planning (n.d.) [slideshow]. Downloadable: https://drive.google.com/drive/folders/18tQweJsm33QzEZzRatF5GFDHn5_rC5Zv?usp=sharing Hamza, A.A. (2013) BUS429: Corporate Planning. Lagos: National Open University of Nigeria. Downloadable: https://drive.google.com/drive/folders/1iQ__ZqJjx_kX8XSOgyo3bKIjL1aoGGsy?usp=sharing
Readings
Compulsory readings
Akoff, R. L. A concept of corporate planning. University of Pennsylvania. Downloadable: https://drive.google.com/drive/folders/1TNBsFecHbJryCnT_pnmg08VWIiZZjFfh?usp=sharing
Recommended readings
Lorange, P. (1978). Corporate Planning: An Executive Viewpoint. Alfred P. Sloan School of Management. Downloadable: https://drive.google.com/drive/folders/13ykMN4V17A_0xu5tu3gYCBsVW6CEBx6k?usp=sharing Richard C. Johanson, R. C. (1968). A Systematic Approach to Corporate Planning. Downloadable: https://drive.google.com/drive/folders/1b2vOr2gI-pqLQCI-rOgN8tj-HKYJs8hS?usp=sharing