Srategic planning process is very crucial in driving organizational productivity and performance. However, the effectiveness of a strategic planning process is dependent upon several factors that are deemed crucial. They are inclusive of the involved stakeholders since they are the main players in organizational operations. This is in addition to identification of the stakeholders’ roles within an organization since it makes it possible for achievement of the intended goals. The discussion in this paper seeks to investigate the role of stakeholders in the strategic planning process as well as the guidelines for Initial Agreement on the Strategic Process.
Stakeholders, their characteristics and their major roles
Stakeholders are those people directly involved in an organizational process, and are directly affected or are capable of influencing the impacts of every organizational operation. The selected organization is coca-cola, which specializes in distribution and sale of soft drinks in the global context. The operation of an international organization requires critical management as well as planning. The stakeholders that would be included when initiating and agreeing on a strategic planning process for the organization are inclusive of the CEO, the company directors in various operational destinations as well as other employees. Additionally, the investors and donors should also be included, and finally, the customers who are direct influencers of organizational expansion (Parr, 2006).
Stakeholders included in this strategic planning process should be in possession of particular critical characteristics. The interest and enthusiasm to carry out their intended roles is a major rationale to the achievement of the intended goals. Additionally, the spirit of cooperation is important since working together for an ultimate good desires love, understanding, honesty, as well as the partnership spirits. Moreover, they should have been evaluated as committed, well-wishers, as well as goal-oriented people, in addition to being strong to work in challenging environments. The CEO plays the greatest role of informing stakeholders concerning the intended strategies in the organization. In addition, directors play the role of supervising and ensuring that planning process is on the correct move. The investors and donors will determine the paths to be involved in funding intended projects, while customers provide reports concerning the company’s products. Moreover, customer’s evaluation provides a primary ground for implementation of new strategies and strategic management (Allison and Kaye, 2005).
Guidelines for Initial Agreement on the Strategic Process
Strategic planning processes are considered crucial for the operation, growth as well as the success of the Coca-Cola Company, an international organization (Mcvea and Freeman, 2005). It is deemed as the biggest company in the world that produces and supplies beverages; indeed, it is identified with the control of soft drinks in half of the global market. The company is as well in control of the non-carbonated compounds across the globe. The possession of a variety of soft drinks brands is part of Coca-Cola. The best known brand coca-cola Zero, the world’s biggest product, fanta and sprite being the second famous brands all over the world.
However, strategic planning process in the company utilizes a cluster of viable guidelines for the achievement of the intended goals. Among the fourteen guidelines listed in the Chapter 3 of Strategic Planning for Public and Nonprofit Organizations, three are considered crucial in obtaining an initial agreement on the strategic planning process for the organization. First, involving the right people in the planning process is considered crucial for the process. Secondly, writing down the planning information and communicating it widely is ample in the initiation of any process. Thirdly, building accountability is crucial in the process of the company (Bryson, 2004).
The involvement of the correct people in the planning process is considered crucial in the enhancement of measures of efficiency and effectiveness within the organization. The right people are those found in possession of the required characteristics and qualifications in all realms. This is also a way of ensuring specialization and division of labour to achieve organizational objectives of all types. The writing down the planning information and communicating it widely creates a rationale for all stakeholders to comprehend the organizational intentions in the planning process. The communication strategy should be done in good faith to ensure that all people obtain the correct information as well as create a positive attitude to the intended participants. It is also a way of enhancing the spirit of active participation of stakeholders who are supposed to take part in the planning process. The construction of accountability is a demanding process, though very critical in ensuring involvement via the right channels in all realms. The building of accountability guideline offers a platform for assignment of responsibilities to the right people in accordance to qualification for the ultimate achievement of the intended goals. Moreover, accountability ensures effectiveness in handling of correct activities at the intended time; place, as well as to the right people (Scribner, 1991).
The three guidelines should be addressed in a feasible manner to ensure correct comprehension by the right people. The CEO should utilize an ample tool like a memo to call for meetings, and then address the planning process step-by-step so that every stakeholder obtains first hand information. Assignment of responsibilities for the process can be done effectively depending on participant’s qualification, and with elimination of any favoritism. Some ethical considerations for the process are concerning the scope of the planning process. This is in regard to the required finances, number of active people, as well as the application strategies. The costs of the whole process should be well estimated to avoid any constraint as well as to be able to establish the available source of required material. The duration of the planning process accomplishment should also be defined to ensure effectiveness measures (Scribner, 1991).
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Bryson, M. (2004). Strategic planning for public and nonprofit organizations: a guide to strengthening and sustaining organizational achievement. NJ: John Wiley and Sons.
Mcvea, J. and Freeman, R. (2005). A Names- and-Faces approach to stakeholder management. How focusing on stakeholders as individuals can bring ethics and entrepreneurial strategy together. Journal of inquiry management. ABI/ INFORM GLOBAL.
Scribner, S. (1991). An introduction to strategic management. Policy toolkit for strengthening health sector reform. USAIN publication. Web.