Science and Technology Text Mining: Global Technology Watch

The research described in this paper assembles a set of tools on the basis of experiences and best practices in a diverse set of states for linking strategic goals to resource allocation and implementation decisions using aspects of asset management. A survey of practices in each of the state DOTs explored documents and synthesized both strategic planning processes and asset management. With input from an expert advisory panel, five states were the subjects of detailed analysis: Florida, Maryland, Michigan, Montana, and Pennsylvania. Each of the states was visited by a project team that spent 2 days on-site. Information on the strategic planning and asset management process was obtained through personal interviews with DOT officials and the acquisition of materials describing these processes. Based on detailed documentation of the practices in each of these states, a synthesis of best practices of the linkage between asset management and strategic planning was developed. The resulting model process does not represent any particular state, but incorporates elements from all five states. This synthesis can provide useful guidance to states interested in augmenting their existing processes.

This article describes the strategic planning process used to define the health care needs of a region and to prepare Henry Ford Health System (HFHS) to meet the needs of the 21st century. It presents key applications of continuous quality improvement in the development and implementation of the strategic plans for HFHS; explains how HFHS adapted the Deming/Shewhart cycle of continuous improvement for the purpose of improving its planning process; and delineates how the strategic planning, financial planning, and quality planning processes have been integrated.

This research project will be a case study of the strategic planning process. More specifically, the project will "pattern match" (Yin, 1989) the actual strategic planning process of a non-profit organization, Seniors Helping Others, with the theoretical framework outlined by Backoff and Nutt in A Process for Strategic Management with Specific Application for the Nonprofit Organization (1988). The project will be presented in the following chapters: Chapter 1 - Literature Review: This chapter will describe the existing literature on the strategic planning process, beginning with the definitions of strategic planning and proceeding to the future of this technique. The chapter concludes with a formulation of this project and how the project is justified in the context of the current literature. Chapter 2 - Theoretical Framework: This chapter will focus on a theoretical framework of strategic planning that is used to assess this project. Most of this chapter will be a detailed description of each step of the selected model, as well as a discussion on some of the planning techniques used in the process. In addition there will be a brief explanation of why this model was selected rather than other strategic planning models outlined previously in Chapter 1. Chapter 3 - Case Example: This chapter will examine the strategic planning process as experienced by the case-study, a non-profit organization. The chapter will begin with a description of the case-study, a nonprofit organization; its mission, goals and objectives; its clients; and its programs. The organizations rationale for undertaking the strategic planning process will next be discussed. Last, this chapter will detail the process that the organization undertook beginning with the decision to formulate a strategic plan through the completion of the process. Chapter 4 - Findings and Conclusions: This chapter will combine the findings of the case study example with the theoretical framework outlined by Backoff and Nutt (1988) and discussed in Chapter 2. The purpose of this is to assess how well the actual events fit the selected strategic planning model. The comparison between the case study example and the theoretical framework will be accomplished by employing a technique called pattern matching. The first part of this chapter will attempt to match Senior Helping Other's (SHO) process against the selected theoretical framework specifically looking for areas where SHO did not follow the model. The next section will address the issues that SHO encountered during the process that were not

The article examines the theoretical foundations of strategic enterprise management, the evolution of strategic management, the essence, critical approaches, and principles of strategic enterprise management. It is noted that the term «strategy» was first used by A. Chandler in 1962 and the term «strategic management» by I. Ansoff in 1965. The evolution of strategic planning was studied. I. Ansoff identified four stages of strategic management development, in particular: Stage I – reactive (Chandlerian) adaptation, Stage II – strategic planning, Stage III – management of strategic opportunities, and Stage IV – management of problems on a real-time scale. Namely: Stage I – budgeting and control, Stage II – long-term planning, Stage III – strategic planning, and Stage IV – strategic market management. The strategies of the school were analyzed, which were analyzed in detail in the work of H. Mintzberg, B. Ahlstrand, and J. Lempel. These schools can be grouped according to the nature of research into three groups in the following group: Group I – includes three schools: design, planning, and positioning; II group – consists of six schools: entrepreneurial, cognitive (cognitive), school of education, power (force), culture and external environment; III group – includes one school: configurations. The article analyzes the existing definitions of the essence of the concept of «strategic management», which means the processes of making managerial decisions or sets of decisions; management process; action model; management of the organization based on human potential, etc. The author’s definition of strategic management has been formulated, which should be understood as the specific processes of making and implementing management decisions regarding the formation and implementation of a strategy with the targeted achievement of established goals, which are based on an objective assessment of the external and internal conditions of the enterprise’s functioning.

When it comes to strategy making and strategy implementation, although it is acknowledged that the biggest challenge is the implementation, most of the literature tends to focus more on the strategy making part. Just like how the strategy implementation part of the strategy process has received little attention in the strategic planning literature, equally there are not much research devoted to developing measures for studying this important management process and practice. Through quantitative methodological approaches for studying the strategic management and planning process, and analysis of data from 208 senior managers involved in strategy processes within ten UK industrial sectors, this paper addresses this void by presenting evidence on the measurement properties of a multi‐dimensional instrument that assesses ten dimensions of strategy implementation. Using exploratory factor analysis, results indicate the sub‐constructs (the ten dimensions) are uni‐dimensional factors with acceptable reliability and validity. Furthermore, using three additional measures, a correlation and hierarchical regression analysis,the nomological validity for the multi‐dimensional strategy implementation construct was also established. Relative importance of ten strategy implementation dimensions (activities) for practising managers is highlighted, with the mutually and combinative effects and drawing conclusion that senior management involvement leads the way among the ten key identified activities vital for successful strategy implementation.

In this chapter we evaluate strategic planning considering its tangible and intangible effects. Our purpose is to offer a framework to examine why were the strategic plans made and what was – if any – their transformative impact on development strategies and governance models at the urban-regional level. In particular, we focus on two strategic plans that were respectively carried out in Bari and Taranto sub-regions following the Italian Government’s decision to fund strategic planning in order to promote a sustainable and competitive development in city-regions in Southern Italy. The strategic planning initiative in the Bari sub-region involved 31 municipalities out of 41 of the Bari Province; in the case of Taranto 28 municipalities of the Taranto Province voluntarily adhered to the strategic planning process. In both cases the strategic planning process attempted to think collectively in order to prepare the strategic plan. Our evaluation shows how dilemmatic it is to balance between tangible and intangible impacts in a strategic planning process in urban regions in Southern Italy with its history of political patronage, vested interests, and other institutional shortcomings. To conclude, our chapter discusses some lessons that could be learnt for future efforts in strategic planning.

This chapter looks at strategic urban plans that are used by cities around the world to establish leadership priorities and set out what a city and its leaders aim to achieve in a certain time span. Strategic plans connect leaders to structures and institutions and aim to catalyze action. The chapter investigates the process of developing a strategic plan that can bring actors together to establish governance priorities. It explains how strategic plans, when completed and adopted by a city, identify an approach to achieve those priorities. The process of strategic planning and the resulting strategic plan document, as tools, complement the work of city leaders and municipal institutions in cities and provide a platform for bridging silos and building coalitions across the transitional constituencies that underpin the governance of global cities.

This paper describes a practical, holistic model, HISSOM, for the integrated management and co-ordination of Information Systems Strategy, ISS, as part of an organisation’s strategic planning and management process. The HISSOM model helps to assess the fitness for purpose of an organisation’s IS capability, and to focus the IS capability on supporting the achievement of organisational goals. An overview is given of four key, historic, often conflicting and non-integrated, perspectives that have influenced IS developments in organisations: Academic/Governmental; Management; IS Development; and Organisational Capability. This paper describes the significant impact that each of these perspectives has had on the development of IS capability within organisations, but also how each has failed to achieve the key goal of cohesion between IS and organisational strategy.

Kathryn Alexander is manager for Strategy & Business Development at Sutter Health in Sacramento, California.

Improving the revenue accounting and profit analysis systems at an industrial enterprise is a pressing issue in today's environment. This article substantiates the importance of this topic and examines the impact of accurate revenue accounting and comprehensive profit analysis on the company's financial performance. This study includes a literature review, identifying challenges in revenue accounting practices in manufacturing and shortcomings in profit analysis methodology. Using comparative and economic analysis methods, as well as factor analysis, the author identifies factors influencing profit dynamics and suggests areas for improvement, including adapting the accounting system to international standards (e.g., IFRS), strengthening internal controls, and implementing modern digital accounting technologies. The results demonstrate that comprehensive and transparent revenue accounting, coupled with regular and in-depth profit analysis, contributes to increased financial stability and profitability at manufacturing enterprises. Attention is paid to integrating analytical findings into the strategic management and planning process. This study, consistent with previous work on the topic, also provides practical recommendations and points to areas for future research, taking into account the needs of the real manufacturing sector and the need for continuous improvement of enterprise accounting and analytical systems.

Strategic planning involves defining the organization’s long-term goals and ways to achieve them through the development and implementation of strategies. In the military sphere, strategic planning managers play a key role in ensuring the efficient use of military resources, achieving national defense goals, and responding to possible threats. The article reveals that technical culture is a set of knowledge, skills, values and practices related to the effective use of technologies, technical means and methods in professional activities. It includes not only knowledge of technical aspects, but also the ability to apply them rationally, improve them, and integrate them into work processes. Technical culture reflects the level of technical awareness, innovation and ability to adapt to new technological challenges. The technical culture of strategic planning managers encompasses a set of knowledge, skills, and values that allow effective use of modern technologies and tools to make reasonable decisions in strategic management. Among the components of technical there is the ability to analyze data, innovate, and coordinate resources to achieve the goals of the organization. The aim of the article is to reveal the theoretical and methodological aspects of formation and development of technical culture of strategic planning managers, its essence and content. The methodology of the study is based on an integrated approach that combines several research methods for a comprehensive analysis. The main components of such a methodology involve the analysis of scientific and educational sources related to technical culture, strategic planning and management of organizations; obtaining information about the essence and content of technical culture; identifying traditional and innovative forms and methods of formation and development of technical culture; generalizing the data obtained, making conclusions about the impact of managers’ technical culture on strategic planning. Conclusions. Effective formation of the technical culture of strategic management managers in higher education institutions can be achieved through interactive forms of learning, such as simulation games, project-based learning, and gamification. The use of methods such as flipped learning, adaptive learning, and cross-disciplinary teams helps engage students and develop their analytical and technological skills. Such approaches provide the practical experience needed to successfully integrate technology into strategic management. Key words: technical culture, strategic management managers, higher education institutions, interactive forms of learning, innovative teaching methods, strategic planning.

Best planning day ever, green, fun, play, flexible ... are terms not usually associated with strategic planning. At the University of Technology, Sydney (UTS), plans to open a new library building in 2016 have ignited discussions about the library of the future, its meaning and role in a digital world, and the implications of further rapid changes. The Library's strategic planning process in 2010 was an opportunity to take the collective energy further by involving library staff in the strategic thinking and planning. The process aimed to provide conditions for open conversation through Gadamerian play, and creative modelling based on ideas of revealing and imagineering. The planning started with a playful engagement to generate ideas and promote divergent thinking, and moved through several stages of increasingly convergent thinking to arrive at strategic actions, which were created and supported by all participants. The formal goals of strategic planning were maintained throughout the process and resulted in a client-focused annual plan. This article considers issues of organizational creativity and strategic planning, and relates them to experiences with the strategic planning at the UTS Library. It argues for a systematic approach to fostering creativity and innovation in libraries.

Strategic alignment refers to the thoughtful positioning of an organisation's various internal and external components, from its business strategy to its organisational structure, to support the accomplishment of its long-term objectives and purpose. It necessitates that all parties involvedinternal and external-agree with and are committed to achieving the organisation's vision. It highly says how an organisation adopting macro changes determines the success of the organisation. According to Environment scanning in strategic management, new strategies support taking advantage of future opportunities, and each planning process should account for how external changes cause differences in their expectations. The article explores the impact of the COVID-19 pandemic on the global economy, utilising macroeconomic concepts. Further, how organisations worldwide can use the strategic management technique of drawing up a PESTLE analysis to provide focused attention to each factor and macroeconomic party, which ultimately comprises the entire economy, with particular attention being focused on the expansion of the Health environmental aspect. The study sought to determine whether healthcare should be considered as a separate dimension under the health category in a PESTLE analysis as seen by the effects of the current pandemic and, if so, what the arguments in favour and against were. Desk research or secondary research is an essential process from a business's point of view; the researcher locates, gathers, and evaluates publicly accessible data on the research topic in this type of study. In this methodology, the researcher collected data from online journals relating to the relevant healthcare ministries, and a comprehensive review was conducted based on existing sources. This research article concludes with the results of the COVID-19 pandemic; healthcare can be considered a different dimension of the environmental factor in PESTLE analysis, which directly influences macroeconomics. Comparatively concerning, health factors are not considered in their strategic planning process. Due to the Covid 19 pandemic's vast impact, the strategic planning process should consider the Health environment as a separate dimension to achieve desired goals and objectives. As a different dimension to achieving desired goals and objectives.

Lffective public administration in the age of results-oriented management requires public agencies to develop a capacity for strategic management, the central management process that integrates all major activities and functions and directs them toward advancing an organization's strategic agenda. Strategic management is concerned with strengthening the long-term viability and effectiveness of public sector organizations in terms of both substantive policy and management capacity. It integrates all other management processes to provide a systematic, coherent, and effective approach to establishing, attaining, monitoring, and updating an agency's strategic objectives. Strategic management is integrative in nature in the sense of (a) focusing attention across functional divisions and throughout various organizational levels on common goals, themes, and issues; (b) tying internal management processes and program initiatives to desired outcomes in the external environment; and (c) linking operational? tactical, day-to-day decisions to longer run strategic objectives. Particularly given the dynamic political and institutional environment within which many public agencies operate, an effective strategic management capability is essential for maintaining or strengthening the fit between the organization and its external stakeholders and managing for results within a clearly defined context of mission, mandates, values, and . . vlslon. Strategic management has been addressed in the public administration literature (Koteen, 1989; Nutt & Backoff, 1992; Rabin, Miller, & Hildreth, 1989; Steiss, 1985) but by no means as extensively as has its most critical component, strategic planning, or other management approaches such as total quality management. However, a more recent article by Mlnzant and Vlnzant (1996a) goes a long way toward refocusing appropriate attention on the role of strategic management in the public sector and discussing implementation issues and strategies in an instructive manner. The purpose of the present article is to raise awareness of the central importance of strategic management in government, define the critical elements in a holistic model of strategic management, discuss the strategic management process, and

Strategic management is that set of managerial decisions and actions that determines the continuing and future performance of an organization. Especially, the strategic planning is determining the optimal future for an organization, and the changes required to achieve it. Museums as any other cultural institution generally conduct strategic plans for any or all of the following reasons (performance, funding, accreditation, staff motivation, expansion, etc.). There are some key parts (organization analysis, formulated strategy, developed goals, developed objectives, developed action plans, evaluation) of a strategic plan during a strategic planning process. In this paper, it is presented and analyzed three case studies, the Milwaukee Art Museum, the Nelson-Atkins Museum of Art and the Historical Museum of the University of Athens, as applications of strategic planning and targeting in the specific area of art museums.KeywordsStrategic planStrategic targetingArt museums