Statements on vision, mission, objectives, values, strategies and goals are not just elements of future planning. They also provide benchmarks for a historic review. Most managers will find it exceedingly difficult to develop a future strategy for a business without knowing its current strategies and measuring their success to date.
Assess Current Position
The starting point must be to determine a company's existing (implicit or explicit) vision, mission, objectives and strategies. Then judge these against actual performance along the following lines:
Assess Current Position
The starting point must be to determine a company's existing (implicit or explicit) vision, mission, objectives and strategies. Then judge these against actual performance along the following lines:
- Is the current vision being realized?
- How has the company's mission and objectives changed over the past say, three years?
- Why have the changes occurred or why have no changes occurred? Identify primary reasons and categorize them as either internal or external.
- Describe the actual strategies followed over the past few years in respect of products/services, operations, finance, marketing, technology, management etc.
- Critically examine each strategy statement by reference to activities and actions in key functional areas covering such matters as:
- How has the company been managed?
- How has the company been funded?
- How has the company sought to increase sales and market share?
- How have productivity/costs moved?
- Take each element and quantify by reference to actual performance. Ask of each "why not"?, "why only"?, or "why so"? and locate the reasons for differences between the actual and desired performance.
Resouurce : http://www.planware.org/strategicplan.htm#3
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