STRATEGIC PLANNING AND THE WAY
FORWARD – REFLECTIONS ON
TURBULENCE AND VISION 2020
By
TREVOR M.A.FARRELL
AFROSIBER –LESSONS OF
METHODOLOGY AND PROCESS
SITUATION AUDIT /ENVIRONMENT SCAN
FORECASTING
RESOURCE EVALUATION
OBJECTIVES
STRATEGY
IMPLICATIONS OF STRATEGY (PROJECTS,
PROGRAMS, ACTIVITIES TO BE UNDERTAKEN)
BALANCES
EXECUTION
REVIEW, MONITOR,ADJUST
AFROSIBER –LESSONS OF
METHODOLOGY AND PROCESS
THE PHASES OF
PLANNING
STRATEGIC PLANNING FAILS FOR MANY
REASONS – BUT CHIEF AMONG THESE ARE
FAILURES RELATED TO CEREBRATION AND
EXECUTION (RELATED IN TURN TO
ORGANIZATION, MANAGEMENT AND
LEADERSHIP)
DATA COLLECTION &
ANALYSIS
CEREBRATION
DECISION-MAKING
COMMUNICATION
ORGANIZATION
MANAGEMENT
ENVIRONMENT SCANNING AND
TURBULENCE
• ENVIRONMENT IS ALWAYS “TURBULENT” AS
MINTZBERG POINTS OUT. THE KEY LIES IN
CEREBRATION, ANTICIPATION , RESPONSE AND
PHILOSOPHY
• WHAT HAS REALLY IMPACTED STRATEGIC
MANAGEMENT IN MANY AREAS IN THE REGION
AND BEYOND IS IN THE IMPACT OF
TECHNOLOGY AND GLOBALIZATION ON
INFORMATION & KNOWLEDGE REQUIREMENTS
PROPHYLAXIS??
PROBLEM AFFECTS MANY CARIBBBEAN COUNTRIES AND COMPANIES, INCLUDING
GUARDIAN, CL FINANCIAL, SAGICOR, GRACE KENNEDY. CARIBBEAN AIRLINES.N&M
LESS FORECASTING; MORE PROJECTIONS;
MORE SCENARIOS
MORE DECISION-MAKING UNDER
UNCERTAINTY AND RISK MANAGEMENT
FRAMEWORKS
PHILOSOPHY II – LEVERAGING “ALL
WEATHER” STRATEGIES A LA WARREN
BUFFET. SCOTIABANK
“PHILOSOPHY”:
DETERMINE IN ADVANCE WHAT YOU
WILL NEVER DO, WHERE YOU WILL
NEVER GO; WHAT LIMITS YOU WILL
NEVER BREACH – BECAUSE OF YOUR
INHERENT LIMITATIONS
DIVERSIFICATION: BUT THIS CAN BE A TWO EDGED SWORD: TECHNICALLY,
IT REQUIRES NEGATIVE CORRELATIONS, AND
KNOWLEDGE/INFORMATION REQUIREMENTS CAN BE SIGNIFICANT
STRATEGIC PLANNING IN T&T:
VISION 20-20
OBJECTIVE: T&T A FIRST WORLD COUNTRY BY 2020
WHAT IS
REQUIRED
FOR FIRST
WORLD /
ADVANCED
COUNTRY
STATUS?
KEY
DIMENSIONS
OF FIRST
WORLD STATUS
INCLUDE:
1.
2.
3.
4.
5.
EDUCATIONAL ATTAINMENT
TECHNOLOGICAL CAPABILITIES
INNOVATION
INTERNATIONAL COMPETITIVEMESS
ECONOMIC DIVERDIFICATION &/or
ADVANCED PRODUCTION SYSTEMS w
PRODUCTION PLATFORM /
PRODUCTIVE FLEXIBILITY
6. ORGANIZATION, SYSTEMS
7. INFRASTRUCTURE
8. SOCIAL WELFARE
9. QUALITY OF INSTITITIONS
10. WEALTH
VISION 20-20 – FAILURES OF
METHODOLOGY AND PROCESS
• KEY OBJECTIVE UNREALISTIC – FAILURE RE
RESOURCE EVALUATION (AFROSIBER STEP #3)
• SOME GOOD CEREBRATION AT LEVEL OF THE TEAMS
SET UP. HOWEVER,OVERARCHINH CEREBRATION
NOT DISTINGUISGED
• MACHINERY FOR IMPLEMENTATION WEAK /NONEXISTENT
• COMMUNICATION WEAK / INEFFECTIVE – WHO IS
MOTIVATED BY VISION 20-20??
THE WAY FORWARD – SOME CRITICAL
NEEDSIN THE ABSENCE OF OPPOSITION
WE NEED TO TRAIN AN ELITE:
THIS REQUIRES INTER ALIA:
• UNIVERSITY REFORM, INCLUDING REFORM
OF THE OVERALL CURRICULUM
•A CIVIL SERVICE ACADEMY FOR THOSE WHO
WILL GO BEYOND RANGE 60
•A POLICE SERVICE ACADEMY FOR
SUPERINTENDENTS AND UP
THE DEVELOPMENT OF A SERIOUS
ENTREPRENEURSHIP PROGRAM – INVOLVING
GOVERNMENT, THE PRIVATE SECTOR AND THE
UNIVERSITIES AIMED AT PRODUCING HIGH
LEVEL ENTREPRENEURS (NOTHING IN
EXISTENCE NOW MEETS THE CRITERIA) THIS
WILL BEAR FRUIT STARTING 10-15 YEARS AFTER
START UP
COOPERATION, A REFORM OF THE
SERIVCE COMMISSIONS FOCUSING ON
PERSONNEL CHANGES AND THE
SETTING UP OF A TASK FORCE TO DO A
ROOT AND BRANCH REF0RM OF CIVIL
SERVICE REGULATIONS AND CENTRAL
TENDER BOARD RULES AND
OPERATIONS
WE NEED A SERIOUS PROGRAM TO
REBUILD THE INSTITUTION OF THE
FAMILY. AND AS PART OF THIS A
SERIES OF BOYSTOMEN PROGRANS
IN THE URBAN AREAS