Whether strategic planning is useful or not is not the final say of the so-called strategic experts, not the consultants, not the strategic planning department, but the boss of the enterprise. Some experts say that DSTE is very useful, and it is very useful to ask your business boss to come to me for three days and five days, and spend tens of thousands of yuan to train Fang **. Some experts say that Huawei itself is constantly iterating on the set of DSTE, and what can be learned on the market now is the outdated Fang ** that people used many years ago.
I think it's like Huawei's "customer-centric" thinking, and for domestic private enterprises, strategic planning is "boss-centric", and if the boss finds it useful, the strategic planning will be useful. This is the underlying logic, after all, the level of knowledge and thinking ability and Xi of the bosses of major private enterprises are different, some practical bosses, do things desperately, easy to kill a bloody way for the enterprise, but the ability to think systematically is insufficient, strategic planning can give the boss a systematic thinking, structured things, to supplement the shortcomings of such bosses. And some bosses themselves are a "dreamer" + "doer", the personal knowledge system is very perfect, and many years of business management have formed their own set of prescriptions, which are also very practical, then his preconceived ideological system will exclude other planning models. Of course, this is not to deny the usefulness of strategic planning, but that he has his own set of planning methods, so what is denied is Huawei's strategic planning to implementation system.
Another underlying logic of strategic planning is the "endgame logic", that is, where you, as the boss, want to take the company. The "beginning with the end" mentioned in the seven Xi is the fundamental meaning of the existence of strategic planning. If the owner of a company does not know where to lead the company, it is indeed difficult for the company to go far.
In the current VUCA era, entrepreneurs are thinking about how to live, Mr. Survival and development, and may have been facing the problem of survival, the enterprise life cycle theory divides the life cycle of the enterprise into the gestation period - growth period - maturity period - decline period, if an enterprise has been in the gestation period or infancy, the possibility of premature death is high, there is no way to think about the strategy, can only think about how to survive the survival strategy every day。 But if an enterprise has crossed the early stage of life or death and entered a period of growth and maturity, then where to go in the future must be a question that the business owner thinks about every day.
Strategic planning is actually to help the boss to draw a blueprint for the future and a set of plans for dreams. If the business boss says, I want to make the enterprise bigger in 5 years and then sell it, then selling it is also a final game, and there is a strategic plan and implementation path to sell it, if the business boss says, I want to do 100 billion and 100 trillion in 5 years, then the scale is the end game of the boss. If the boss of the enterprise says that my goal is to make the enterprise stable and reliable, so that I can pass it on to my children who are still in college, then the strategic planning must not only start from the thinking of the elderly, but also have to predict the thinking and final setting of some young people. This is the final logic of strategic planning.
The last underlying logic of strategic planning is the "closed-loop logic", which is very clear like the PDCA closed loop, which is to solve the problem that the previous strategic planning is easy to become a castle in the air, and through the series connection between SP and BP, the castle in the sky can be turned into a tower of Babel, so that the "stream of consciousness" of strategy can become an "operation flow" that can be held by various central departments of the enterprise. Constantly strive to achieve the unity of knowledge and action. This underlying logic, presumably no one will question it.
One is "boss logic", one is "endgame logic", and the other is "closed-loop logic". The three logics themselves are a closed loop. Therefore, when we judge whether something is useful or not, it is not to hear others say that "this strategic planning is too poor, and it is the same as not doing it", what people deny is not the strategic planning itself, but the person who does the strategic planning itself. Just like you, you won't say that the cheong fun that Cantonese people like to eat is not delicious, you will only say that the cheong fun made in your rice noodle shop downstairs is not delicious.