Methodological Approaches to Strategic Planning of Public Sector Institutions

Abstract

In order to implement strategic planning institutions confront with a great number of problems the basic of which is the choice of methodological approach. In this article particularity of strategic management approaches within institutions is revealed. Special literature does not provide clear methodological recommendations for strategic planning of institutions. Opinions of strategic management commentators are more polemic than recommendations. In the literature two essential approaches to strategic planning are provided, i.e. prescriptive and emergent. Fulfilled researches create preconditions to specify and systematize essential characteristics of approaches. Prescriptive strategic planning can be defined by sufficient foresight of future, systemic complexity, necessary definition, large possibilities of formalization, one‐sided adaptation of strategic decisions with organizational structure, petty stimulation of initiative, stable consistency of planning steps. Emergent strategic planning can be defined by petty foresight of future, fragmentary complexity, weak definition, limited formalization, double‐sided adaptation of strategic decisions with organizational structure, large creativity, unstable sequence of planning steps. This characteristics are being handled as assumptions. According to the prescriptive approach they are favorable for preparing decisions, which are oriented to increase opportunities of institution strategic accordance with its environment demands. According to the emergent approach ‐ they are favorable for preparing decisions which are oriented to emerge institution potential for opportunities used. With regard to inside and external environment factors of institution which predetermine the choice of methodology, the regularities of coherency of factors and methodologies which are suggested to apply for integral combination of approaches in specific institutions situation are defined.

Smart Structuring and Monitoring of Causal Dynamics Between Guidelines and Priorities of Banco De Portugal Under the 2021-25 Strategic Plan

“…When focusing the literature on strategic planning for central banks, as non-private organizations, which do not intend to maintain competitive advantages over competition (in fact, they have no competitors), the output is scarce, although central banks have responsibilities to stakeholders and are subject to public scrutiny. The principles and tools of strategic planning have been settled primarily for private and profit driven organizations but are conceptually applicable cross-sectors (Bivainis & Tunčikiene, 2005;Poister, 2010;Grant, 2018). Therefore, the main steps for the development of strategic plans, as defined by Hunger and Wheelen (1995), are also valid.…”

Viešojo sektoriaus institucijų strateginio planavimo metodai: teorinis potencialas ir perspektyvos

“…Pastaruosius kelerius metus strateginis planavimas Lietuvos vieðajame sektoriuje plëtojamas intensyviau. Net kelis kartus atnaujinta strateginio planavimo teisinë bazë [1,2], didinami reikalavimai valstybës institucijø rengiamiems strateginiams planams [1,3], institucijø vadovai ir specialistai kelia strateginio valdymo kvalifikacijà [4]. Kita vertus, ir ðiandieninë vieðojo sektoriaus institucijø strateginio planavimo praktika, deja, daugiau forma negu turiniu atitinka modernaus strateginio planavimo reikalavimus [1].…”

“…Institucijos strateginio planavimo teoriniam potencialui analizuoti pirmiausia buvo parengta spraestinø uþdavi-niø grandinë. Grandinë grindþiama integruotu nustatytinës ir plëtotinës metodologijø deriniu, kurio tinkamumas ir efektyvumas vieðajam sektoriui buvo árodytas anksèiau [18]. Siûlomà grandinae sudaro uþdaviniø rinkinys, aprëpiantis visà strateginio planavimo ciklà [19].…”

“…Grandinë grindþiama integruotu nustatytinës ir plëtotinës metodologijø deriniu, kurio tinkamumas ir efektyvumas vieðajam sektoriui buvo árodytas anksèiau [18]. Siûlomà grandinae sudaro uþdaviniø rinkinys, aprëpiantis visà strateginio planavimo ciklà [19]. Siûlomas uþdaviniø rinkinys (1 lentelë) orientuotas á institucijos veiklos plëtros poreikio ir kartu poreikio patenkinimo galimybiø bei sunkumø nustatymà, institucijos veiklos plëtros krypèiø bei krypèiø prioritetø iðsiaiðkinimà, institucijos veiklos plëtros krypèiø ágyvendinimo tinkamiausiø bûdø bei priemoniø parinkimà ir institucijos veiklos plëtros priemoniø ágyvendinimo kontrolae.…”

Integrated Approach to Strategic Planning in Public Institutions

“…For the last few years such problems of strategic planning in public institutions have also been on the agenda of our scientifi c research. In earlier stages of this research we justifi ed the expedience of applying a combination of prescriptive and emergent strategic planning approaches [1], we described the cycle of strategic planning in a public institution, defi ned a well-balanced composition of its objectives [2]. On the level of integrated objectives it is composed of the following: strategic analysis of the institution, defi ning target orientation, preparing and making strategic decisions, working out an action plan for implementing strategic decisions, monitoring the implementation of an action plan.…”