he organization is made using ratings. Priorities are established-- crucial ‘value areas’ where any improvement made would translate to significant results are determined.

Thereafter, the c

The Strategic Planning Process starts off with an evaluation of the organization’s performance of business. The specific issues which are to be addressed by the plan identified. These may be the key areas of business, which are of utmost importance in the organization’s functioning. Determination and clarification of the roles of every participant in the process must be made, and the information relevant to the process is to be provided at the very onset of planning.

Ascertaining the mission of the organization is the next step. Together, the vision on what the organization is hoped to become in future is also to be declared.

Next, the situation on the ground, as it is presently, is taken into consideration—the identification of the greatest areas of need in the organization is made using ratings. Priorities are established-- crucial ‘value areas’ where any improvement made would translate to significant results are determined.

Thereafter, the co

key areas of business, which are of utmost importance in the organization’s functioning. Determination and clarification of the roles of every participant in the process must be made, and the information relevant to the process is to be provided at the very onset of planning.

Ascertaining the mission of the organization is the next step. Together, the vision on what the organization is hoped to become in future is also to be declared.

Next, the situation on the ground, as it is presently, is taken into consideration—the identification of the greatest areas of need in the organization is made using ratings. Priorities are established-- crucial ‘value areas’ where any improvement made would translate to significant results are determined.

Thereafter, the c

rmation relevant to the process is to be provided at the very onset of planning.

Ascertaining the mission of the organization is the next step. Together, the vision on what the organization is hoped to become in future is also to be declared.

Next, the situation on the ground, as it is presently, is taken into consideration—the identification of the greatest areas of need in the organization is made using ratings. Priorities are established-- crucial ‘value areas’ where any improvement made would translate to significant results are determined.

Thereafter, the c

is hoped to become in future is also to be declared.

Next, the situation on the ground, as it is presently, is taken into consideration—the identification of the greatest areas of need in the organization is made using ratings. Priorities are established-- crucial ‘value areas’ where any improvement made would translate to significant results are determined.

Thereafter, the c

he organization is made using ratings. Priorities are established-- crucial ‘value areas’ where any improvement made would translate to significant results are determined.

Thereafter, the correct plan of action to work upon the identified area(s) is developed. Strategies, goals and objectives are formulated specifically for this purpose. Completion is achieved by summing up and putting down everything on paper- incorporating all the multiple strategies, goals and objectives set up.

Finally, implementation of the plan chalked out is of prime importance. Unless plans are actually carried out they become useless on paper. The monitoring and reviewing of the execution of plans and progress achieved is important too. After regular intervals of time the performance, based on the plan, should be scrutinized to indicate success and failure. Necessary modifications should be made to the plans if they are not delivering the desired results.

The Strategic P