Excel Template for Strategic Planning MIVEYDOAS_BSC.xls
US$75
MIVEYDOAS_BSC.xls is a computer tool developed in Excel that allows managing and developing the entire process of strategic planning of an organization based on the definition of its corporate principles, mission and vision, continuing with the diagnostic process (PCI: Internal Capacity Profile). , POAM: Opportunities and threats profile, Porter analysis, BCG matrix and SWOT analysis). If the company is new, the third stage is not developed, but if the company exists, and what is required is a re-direction in which it proceeds to re-formulate its corporate principles, mission and vision and define a set of strategies of addressing (integration, intensive, diversification, defensive and proposed by Michael Porter).
Finally, with the previous results we proceed with the completion of the Balanced Scorecard of the organization in which strategic strategies or objectives are defined by each perspective (What allows to build the strategic map), the action plans.
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Below are the screens of the MIVEYDOAS software, which is a computer tool developed in Excel that allows managing and developing the entire process of strategic planning of an organization based on the definition of its corporate principles, mission and vision, continuing with the diagnostic process. (PCI: Internal Capacity Profile, POAM: Opportunities and Threats Profile, Porter Analysis, BCG Matrix and SWOT analysis). If the company is new, the third stage is not developed, but if the company exists, and what is required is a re-direction in which it proceeds to re-formulate its corporate principles, mission and vision and define a set of strategies of addressing (integration, intensive, diversification, defensive and proposed by Michael Porter).
Finally, with the previous results we proceed with the completion of the Balanced Scorecard of the organization in which strategic strategies or objectives are defined by each perspective (What allows to build the strategic map), the action plans.
Already entering the diagnostic stage should proceed with the assessment of the internal capacity profile, which is nothing other than the assessment of strengths and weaknesses in each of the factors in which you can internally evaluate an organization such as its managerial, competitive, financial, technological and human talent capacity. For each of the capacities each factor can be evaluated as a strength or as a weakness (never both at the time). In turn, the strength or weakness may have the organization at a high, medium or low level. However, regardless of the level of strength or weakness there is the impact, which is nothing other than the degree in this affects the organization. With the values set, the system automatically calculates the qualifications of each capacity, aspects that allow to automatically evaluate the managerial capacity.
It is important to keep in mind that each capacity is associated to a specific perspective of the Balanced Scorecard. For example, managerial capacity is associated with the perspective of internal processes of the organization.
In the profile of external capacity or profile of opportunities and threats of the environment, the level of opportunity and strength of each one of the variables corresponding to factors external to the organization are qualified, such as: economic, political, social, technological and geographical factors.
It should be noted, also that here the level and impact of each variable is evaluated so that the system automatically qualifies the strength and / or weakness of each factor.
The factors evaluated in both the internal capacity profile and the opportunities and threats profile are summarized in the sheet called SUMMARY DOFAE. The system automatically assesses the strength level and the opportunity level of the organization. If the results are negative we will be talking about the level of weakness and level of threat of the organization.
Another element of judgment that helps to define the diagnosis of an organization is the diagnosis according to the five forces that affect the organization according to Michael Porter.
It is also important to define within the diagnosis the portfolio of products and services offered by the company, placing them in each quadrant according to the matrix of the Boston Consulting Group.
Once the diagnostic stage of an organization is finished, the next step for a company that already exists or that is not new is strategic redirection. If desired, values, mission and vision can be re-formulated.
Based on the results of the PCI DIAGNOSIS and the POIA DIAGNOSIS, do the following: 1) Include in the respective cells the Strengths, Weaknesses, Opportunities and Threats that you consider most relevant. 2) Cross Strengths with Opportunities to build Attack strategies, Strengths with Threats to build defensive strategies, Weaknesses with Opportunities to build Reinforcement strategies and Weaknesses with Threats to build withdrawal strategies. 3) Keep in mind that it is possible that there are strengths or weaknesses that do not cross with opportunity or threat to generate strategies.
Taking into account the results of the SWOT analysis, and the different types of strategy presented in this table, try to locate the descriptions of the strategies resulting from the SWOT analysis in the respective cell. If there are DOFA analysis strategies that do not correspond to any type, please include them at the end.
Based on all the previous analyzes, the Mission, Vision, Values and policies that the company will assume during the strategic horizon must be defined.
Finally, for strategic planning to be complete, it is necessary to define action plans so that the fulfillment of the previously stated objectives is a reality. To do this, one or several activities can be defined for each objective, indicating the person responsible, the start date and the end date, as well as the required indicators. All taking into account that each indicator must have its resume.
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