1.

Introduction

1.1 What is Strategic Planning?

According to Thompson et al (2005:43), strategic planning constitutes the

‘development of a strategic vision and mission, setting objectives, and

crafting a strategy.’ The authors called these tasks basic direction-setting

tasks. Strategic planning therefore is about steering the organization towards

its desired goal(s). Designing the desired goal(s) and crafting ways of

reaching that goal is all part of strategic planning. Strategic planning also

looks broadly at the relationships between the organization and its

environment. It therefore includes goal setting and strategy-formulation.

Chandler (Stoner et al: 2003: 268) defined strategy as,

“The determination of the basic long term-goals and objectives of an

enterprise, and the adoption of courses of action and the allocation of

resources necessary for carrying out these goals”.

Strategic planning is therefore a high-level activity necessary for the survival

of any organization. It is not a static exercise, but a continuous process of

planning, implementation and evaluation and re-planning.

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1.2 What is Strategic Planning for?

The process is important as a tool for setting organization goals and

choosing the means of achieving those goals. Strategic planning helps to

provide a sense of direction, where people in an organization move along.

This will help organizations to shape strategy that will adjust to

environmental changes. It is thus important to always plan for the changes

and challenges the organization may face in the future. By so doing

managers will be well prepared for the challenges as they come. Stoner et al

(2003) likened planning to a locomotive that drives a train of organizing,

leading and controlling activities. The authors also viewed strategic planning

as an ongoing process that reflects and adapts to changes in the environment

surrounding the organization. Strategic planning is therefore not meant for a

static future, but for a dynamic future.

2. Does Strategic Planning Matter?

To answer this question we shall consider a number of theories relating to

the relevance of strategic planning, as explained by Whittington (2001).

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2.1 The Classical Theory

This approach to strategic planning sees strategy as a rational and deliberate

process designed to maximize long-term advantage. It emphasizes on the

need to carefully apply analytic tools and techniques on information in

order to shape and predict the outside world and the organization itself.

Planning therefore is vital for securing the future for any organization.

2.2 The Evolutionary Approach

According to the evolutionists, future-oriented planning is often irrelevant

because, “the environment is too implacable, too unpredictable to anticipate

effectively” (Whittington: 2001: 3). They further argue that the dynamic,

hostile and competitive nature of markets render future planning for

survival irrelevant. From the evolutionary perspective managers can only

ensure that they fit as efficiently as possible to the environmental demands

of the day. In a dynamic environment it is the market, and not the managers,

that makes the important choices. The best strategy therefore is to

concentrate on maximizing chances of survival today.

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2.3 The Processualists Approach

The processualists generally agree that long-range planning is largely futile.

They argue that plans are soon forgotten in a changing environment. They

regard planning as a process of learning and adaptation. According to this

approach, rational planning does not really matter since events normally

overwhelm plans and undercut them by error.

2.4 The Systemic approach

This perspective acknowledges that strategic planning does matter, but not

to the extent of the classicists. It matters to the extent that it reflects the

social systems in which they are enacted.

3. Is Strategic Planning Meaningless in A dynamic Environment: The

Zimbabwean Situation

The Zimbabwean environment has turned to be so dynamic that planning

for the future appears meaningless. People in planning positions get

frustrated by their plans due to the unpredictable nature of events in this

environment. One frustrating thing is the frequency with which planners

change their plans and how planners are seen as failures given the wide gap

between plans and what obtains on the ground. One case in point pertains to

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the Reserve Bank Of Zimbabwe. Having made goods plans for the revival

of the economy, predicting double-digit inflation figures by end of this year,

events on the ground seem to be going the other direction. The question

thus remains, is strategic planning relevant in a dynamic environment such

as ours?

The relevance of strategic planning cannot be underplayed. Rational

planning and systemic analysis and evaluation of strategies can be valuable

tools, not exclusive processes. What is important is the sensitivity of

strategists to the kinds of strategy that are both desirable and feasible in

particular times and places. Strategies should therefore adapt to the

changing environment. Recipes for success are neither universal nor

timeless. Strategic planning has proved relevant for the Reserve Bank,

having managed to reduce inflation from figures around 600% to around

123%, before the current upward trend. While managers do not have access

to perfect information, they cannot just adopt a wait-and-see attitude by

failing to plan in a volatile environment. It is however critical for planners

to continually review their strategic plans to be able adapt to the changing

economic environment. It is therefore argued that strategic planning is still

relevant in a dynamic environment. It’s relevance comes from the ability of

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managers to adapt and change the plans whenever necessary, through

frequent reviews of the strategy.

4. Conclusion

Strategic planning is crucial for the survival of any organization. The nature

of the environment will however dictate the frequency with which the

strategy is review. In a dynamic environment such as ours, strategic plans

need constant review that would lead to re-strategizing for the future.

Failure to plan takes away anticipation and leads to failure to read the

environment. Strategic planning therefore makes one vigilant to changes

and motivates pro-activity rather than reactivity to changes.

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Bibliography

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9 Stoner J.A.F. (2003) Management, 6th ed, Prentice Hall of India, New
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