Editing Strategic planning (section)

==Tools and approaches==
[[File:Wikimedia Strategic Plan.ogv|thumb|2011 video explaining the strategic plan of the [[Wikimedia Foundation]]]]
[[File:WMF StrategicPlan2011 spreads.pdf|thumb|Wikimedia Movement Strategic Plan (PDF)]]
===Analytical tools===
A variety of analytical tools and techniques are used in strategic planning.<ref name="Mintzberg and Quinn 1996"/> These were developed by companies and management consulting firms to help provide a framework for strategic planning. Such tools include:
* [[PEST analysis]], which covers the remote external environment elements such as political, economic, social and technological (PESTLE adds legal/regulatory and ecological/environmental); 
* [[Scenario planning]], which was originally used in the military and recently used by large corporations to analyze future scenarios.
* [[Porter five forces analysis]], which addresses industry attractiveness and rivalry through the bargaining power of buyers and suppliers and the threat of substitute products and new market entrants;
* [[SWOT analysis]], which addresses internal strengths and weaknesses relative to the external opportunities and threats; 
* [[Growth-share matrix]], which involves portfolio decisions about which businesses to retain or divest; and
* [[Balanced scorecard]]s and [[strategy maps]], which creates a systematic framework for measuring and controlling strategy.
*[[Responsive evaluation]], which uses a constructivist evaluation approach to identify the outcomes of objectives, which then supports future strategic planning exercises.
*[[VRIO|VRIO Framework]], which determines the competitive advantage of a product or a service through evaluating four elements such as value, rarity, imitability and organization.<ref>{{Cite journal |last1=Ferreira |first1=João J. M. |last2=Fernandes |first2=Cristina I. |last3=Ferreira |first3=Fernando A. F. |date=2022-02-01 |title=What makes organizations unique? Looking inside the box |url=https://www.sciencedirect.com/science/article/pii/S014829632100744X |journal=Journal of Business Research |language=en |volume=139 |pages=664–674 |doi=10.1016/j.jbusres.2021.10.017 |s2cid=239371863 |issn=0148-2963|hdl=10071/30538 |hdl-access=free }}</ref>

===Specific contexts===
Strategic planning can be used in [[project management]] with a focus on the development of a standard repeatable methodology adding to the likelihood of achieving project objectives. This requires a lot of thinking process and interaction among stakeholders. Strategic planning in Project Management provides an organization the framework and consistency of action. In addition, it ensures communication of overall goals and understanding roles of teams or individual to achieve them. The commitment of top management must be evident throughout the process to reduce resistance to change, ensure acceptance, and avoid common pitfalls. Strategic planning does not guarantee success but will help improve likelihood of success of an organization.<ref>{{Cite book |last=Kerzner |first=Harold |title=Strategic Planning for Project Management Using a Project Management Maturity Model. |publisher=John Wiley & Sons |year=2001 |isbn=0-471-40039-4 |location=United States of America |pages=15–40}}</ref>

strategic planning is also desirable within [[educational institutions]]. We are already in a transitional period in which old practices are no longer permanent but require revision to meet the needs of academia, which is frustrating in the educational sector. To meet the changing needs of this new society, educational institutions must  reorganize.<ref>{{Cite book |last=McCune |first=S.D. |title=Guide to Strategic Planning for Educators |publisher=Publication Sales, Association for Supervision and Curriculum Development |year=1986 |isbn=0-87120-140-2 |pages=1–6 |language=en}}</ref> Finding ways to maintain achievements while improving effectiveness can be difficult for educational institutions. Keeping up with society's rapid changes. Some strategic planners are hesitant to address societal outcomes, so they often ignore them and assume they will happen on their own. Instead of defining the vision for how we want our children to live, they direct their attention to courses, content, and resources with the mistaken belief that societally useful outcomes will follow. When this occurs, the true strategic plan is never developed or implemented.<ref>Kaufman, R. and Herman, J. (1991), Strategic planning for a better society. ''Educational Leadership'', ''48''(7), 4-8.</ref>