1、Section 3 Strategic Planning ProcessCONFIDENTIALChecklist for developing / reviewing Strategic Plan, Mission Statement and GoalsCan be used as a guide to reviewing the strategy of an Enterprise and/or be provided to Enterprise management as a tool to assist then develop a strategy.General Does the b
2、usiness have a formal Strategic Plan: If not, how does management plan and develop the business? A Strategic Plan would typically include: Mission Statement. Goals. Current objectives and strategy. Assessment of strengths and weaknesses. Assessment of threats and opportunities. Current resources. Ch
3、anges required to current strategy. Measurement and control procedures. Has the Board / top management team formally adopted the Strategic Plan? Is there a vision or Mission Statement that is consistent with the strategy. Does the mission statement make clear statements about the direction of the co
4、mpany? Has management defined the Goals of the company: What are the Goals? Are they realistic? Are they consistent with the Mission Statement?Formulation and implementation of corporate strategy Define the current strategy and goals of the business: What is the business and what should it be? What
5、is the medium term direction of the business? Who are the customers and who should they be? Who are the suppliers and who should they be? What are the competitive advantages of the business? It is important for management to consider all the available strategic options: What options are set out in t
6、he Strategic Plan? Is there an objective assessment of the chosen option(s)? Is there a contingency plan? Does the Strategic Plan include an analysis of the available resources: What are the strengths of the business? What are the weaknesses of the business? What commercial advantages does the busin
7、ess have over its competitors? How adequate are the following resources in supporting the Strategic Plan: Financial (i.e. sufficiency of funding)? Personnel, including management? Sales function? Production function? Accounting function? Purchasing function? Distribution function? Does the Strategic
8、 Plan include the identification of: The Critical Success Factors for the business, in the context of the sector in which it operates? The principal threats to the business? The principal opportunities faced by the business? In the light of all the above, does it appear that the chosen strategy and
9、goals are sustainable? What are the principal risks in the implementation of the chosen strategy: Is management capable of effecting the steps needed to implement the strategy? Have responsibilities been assigned to the appropriate people? What milestones have been established? Do the milestones app
10、ear to be achievable? What key performance indicators (“KPIs”) have been established? Are these KPIs measurable?Assessment of the strategy What is our overall view of the companys chosen strategy: Is the strategy deliverable? What are the main uncertainties and risks? Should the uncertainties and ri
11、sks be subject to expert evaluation? Does the company have the necessary resources to achieve its strategy? Where the company is proposing a change in its strategy is there a performance gap i.e. a difference between the goals in the Strategic Plan and the current objectives and strategy? Does the c
12、ompany have the resources necessary to bridge the performance gap? Does the strategy adequately address and seek to overcome the causes of business decline experienced by the business. Enterprise Restructuring and Development Methodology Manual - 3 -0443ace5-a217-4a15-bded-a34c1c0c528a.pdf, June 2002
