1.
INTRODUCTION
The world goes through significant
changes, some radicals, in the economic development model of countries in order
to organize the society, in the way that the organizations are managed, and way
of life of people.
After World War II, it came out of
the task oriented organization model for the task itself, meaning, with the
focus on the product and the production process, and went for the oriented
organization to the client and to the market.
Today, more than ever, the internal and external
environments of organizations are influenced by a high degree of turbulence
(TRIST, 1976), so the need to increase the knowledge, particularly in countries like Brazil, less
developed, that will face each time more the lack of information and relevant
knowledge.
In fact, countries now need to
participate in a globalized economy. Therefore, issues such as strategic
planning, results management, information, management models, capacitation and
pursuit of knowledge are a must, showing that a paradigm change occurs, that
means changing the ideas, perspectives, and achievements, which are considered
sufficient to explain a certain object under study and guide the managers’
actions.
In Brazil, with the resumption of
economic growth, it was found that the industrial sector remained at the
forefront of this growth, reaching levels, in some segments, around 35% in
2003-2005 (IEDI, 2007). Even in 2007 there was an industrial growth as a whole,
around 6% (FEIJÓ, CARVALHO, 2008).
In turn, The National Confederation
of Commerce (Confederação Nacional do Comércio – CNC) has developed a study, an
overview of the Brazilian Economy, presenting the results of Brazil's economy
in 2007. It was cited in this study that "The 2007 numbers showed that the
national GDP grew 5.4 % meaning a
significantly growth higher than the rate of 3.8% verified in 2006 ... Taken
together, these figures speak for themselves: 2007 was a good year (GABEIRA,
2008, p.4)!”
On the other hand, at the end of
2008 the prosperous winds of economy changed. The international financial
crisis reached the Brazilian companies, for "the loss of rhythm in the
contractions proved to be generalized. In 12 of the 18 sectors surveyed,
industrial employment was lower in January of 2009 compared to January 2008
(AMERICANO, 2009).
Surveys conducted by the Brazilian
Institute of Geography and Statistics (Instituto Brasileiro de Geografia e Estatística – IBGE) in January of 2009 showed
that "the production decreased by around 17% in January of 2009, in
comparison to the same month of 2008, the worst result in 19 years."
(LIMA, 2009, p.4).
It is verified that, not only the
market increase up to 2007 intensified the search for new clients, but also the
loss of markets from the end of 2008. This only comes to confirm Liker´s
observations (2004), that clients are becoming each time more demanding about the
characteristics of products and services, forcing the companies to strengthen
their engineering and production areas, in order to obtain a production process and a product that are consistent,
besides projecting their products in a faster way, more reliable and at a
competitive cost..
This way, the organizations should
make a proper diagnosis of the current situation of its action sector, so as
not to be surprised by changes not only economic but also political,
technological, social, legal, etc. that may interfere in its performance.
2.
RESEARCH
METHODOLOGY
Rigby and Bilodeau (2007), as shown
on Figure 1, shows that the strategic planning is one of the main tools used by
companies worldwide to direct the actions of companies and to battle a constant
changing environment. It is important to notice that 88% of surveyed companies
use strategic planning, which shows its importance.
On the other hand, Figure 2 shows that companies using strategic
planning are very satisfied with this practice.
Therefore, the implementation of
strategic planning in organizations is currently top priority worldwide,
requiring great attention of organization managers. What is wanted is a great
transformation in planning practices in order to improve the formulation of
strategies in a way to satisfy all the needs of all interested parties.
In
fact, a growing number of organizations in Brazil are adopting strategic
planning, aiming to improve the orientation of various functional areas in
order to improve the management of its processes, products and services, to
contain its rising costs and provide better technical solutions and more
focused on the clients. However, in many
of these organizations, according to their own manager observations, the
long-term orientation and their results are below expectations and clients are
still dissatisfied.
Actually, in a preliminary
investigation conducted by the author in several organizations that consulting
services were provided, it was observed that initiatives of strategic planning
implementation have been fragmented and isolated, without providing the
expected results (HEMORIO, 2000; EXÉRCITO BRASILEIRO, 2003; AGEVAP, 2008). It was also observed that there
are in Brazil, several ways to implement the strategic planning, with few
professionals who really have experience to implement a strategic planning
model that is adapted to the specific contingencies to the industrial sector
considered.
Thus, as can be seen on
Figure 3, there is some urgency in developing and applying new implementation
methodologies of strategic planning to improve organizational performance (RIGBY,
BILODEAU, 2007, p. 5). The need to change toward higher levels of
organizational performance appears as a fundamental requirement to be attended
by those who want to gain in effectiveness and efficiency, for only this way,
the organization will be able to achieve its strategic objectives set.
This
article´s goal is to present a methodology to implement effectively the
strategic planning in an organization. It was
based on a methodology developed by the author who has been improved over the
last 15 years. It started from the principle that this methodology must be
adaptable to the specific contingencies of the considered sector and needs to
include a measuring system of its performance that can help boosting the
changes involved in the strategy implementation.
The purpose of this
article is to present the results of applying the Methodology for
Implementation of Strategic Planning. It was based on a methodology developed
by one of the authors that has been improved over the last 15 years. It started
from the principle that this methodology needs to be adaptable to specific
contingencies and needs of the sector considered include a system for measuring
performance that can help boost the changes involved in implementing the
strategy.
The Methodology for
Implementation of Strategic Planning - MISP was perfected that developed during
doctoral research (NEVES, 2000) and also of the projects developed in several
organizations in Brazil (AGEVAP, 2008).
It is necessary that,
for the feasibility of planning, it created a structure adaptable to changing
needs. For this, one must count with the presence of representatives from all
areas of the organization with the goal of forming a broad view, through the
participation of all sectors (BEER, EISENSTAT, SPECTOR, 1990).
The
MISP, that was developed by Neves S. (1996 and 2000), was adapted from the
methodology "Design School" from the School Management from Harvard
University (ANSOFF, 1991) and taking into account some points and methods
recommended by the Schools of Planning and Positioning (MINTZBERG, AHLSTRAND,
LAMPEL, 1999), taking into account the factors that influence the management in
organizations, the shortcomings of planning in Brazil and features of necessary
chaining for the implementation, among other attributes. Moreover, to conduct a
adequate planning, it was observed that it is necessary to determine specific
and measurable goals with deadlines realistic and achievable (ESTRADA, ALMEIDA,
2007).
The application of MISP
follows the steps of the model in Figure 1, which can be adapted for each
organization, depending on their characteristics.
The Methodology for
Implementation of Strategic Planning - MISP was perfected from the one
developed during research (NEVES S., 2000) and also from various organizations
in Brazil (AGEVAP, 2008).
The viability of MISP
can be seen, taken that it has already been applied in various public and
private organizations, such as the General Comptroller of the District of Rio
de Janeiro, Military Engineering Institute, HEMORIO, Central Army Hospital,
Technological Center of the Federal University of Rio de Janeiro , Faculty of
Technology, UERJ, Paraiba do Sul’s Water Agency - AGEVAP, amongst others, with
satisfactory results. These applications, summarized in Projects, are indicated
at the end of the Methodology description.
Every organization
develops its strategic planning as a way to prepare for the necessary changes
within the modernization process. Thus, it establishes in witch strategic
position it would like to be in a few years ahead (the amount of years depends
on some aspects of the organization) and how to reach that future effectively.
The acting environment of an organization is characterized by a quick advance
in the environment areas, resources utilization, management and information.
A critical Mission
analysis must be performed, of the Vision of Future, Politics, Strategies,
Guidelines, Objectives and Goals, besides the actions related to the Plans of Action
(KAPLAN, NORTON, 2008). In addition to this, within this new perspective, the
organization must seek the equation of its budget, one way or the other; it
shall influence the project programs to be established.
It is made necessary,
for the planning operationalization, that a structure adaptable to the
organizational needs is created. For that, the presence of representatives from
all areas of the organization must be counted on, with the goal of forming a
broad vision through the participation of all sectors (BEER, EISENSTAT, SPECTOR,
1990).
It important to
distinguish that MISP has adopted analysis methods that consider the
operational and administrative perspectives, meaning, as a view that highlights
issues of the aspects related to the end-activity, and the effective use of
administrative procedures to facilitate the activities of supporting processes.
This Strategic Planning
Methodology is an action program outlined to be executed by the organization,
being a way to prepare itself for to the new management demands that are being
implemented throughout the world, and are also being aligned to the Excellence
Standards (FNQ, 2009), considering that the end-activities and administrative
have increased their complexity due to the wide range of knowledge and existing
technologies that are increasingly available to all interested parties. This
can be best seen on the current information access, plenty of them available on
the Internet.
The establishment
of a strategy to an organization requires to be worked on the following
aspects:
·
The
mission to be accomplished;
·
The
identification of objectives and organizational goals;
·
The
identification of what is fundamental to the accomplishment of the Mission and
achieving the objectives (critical success factors);
·
The
structuring of the necessary actions to accomplish the goals and objectives.
The MISP, which was
developed by Neves S. (1996 and 2000)
was adapted from the "Design
School" methodology from the Management School at Harvard University
(ANSOFF, 1991) taking ito consideration some points and methods recommended by
the Schools of Planning and Positioning (MINTZBERG, AHLSTRAND, LAMPEL, 1999), observing the factors that influence the
management in Brazilian organizations, the deficiencies of planning in Brazil
and the chain characteristics necessary to the implementation, amongst other
attributes.
The application of MISP follows the
model on Figure 4, which may be adapted in each organization, according to
their characteristics, comprising the following steps:
·
Analysis of
External Environment,
·
Analysis of
Internal Environment,
·
Identifying
the values of the organization and Corporative Guidelines,
·
Definition of
the Strategic Vision and re-study of the Mission,
·
Definition of
Objectives and Targets,
·
Definition of
Critical Success Factors,
·
Definition of
Programs and Projects
·
Development of
the Performance Measurement System
·
Evaluation.
From this point on, the
steps that consist in the MISP are described, in order to facilitate understanding.
3.
CRITICAL
ANALYSIS OF THE DEVELOPMENT OF METHODOLOGY FOR IMPLEMENTATION OF STRATEGIC
PLANNING
3.1
Step 1 - Analysis of External Environment
In order to perform an
appropriate strategic planning, a study use must be made to identify the
impacts of external and internal environments on the organizational processes,
also trying to verify the influences of the organization over these
environments. Only after this analysis it will be possible to make a refinement
of the Mission (in case it exists well-defined), verifying the adjustment of
itself to the new realities of the environment where it acts.
The Analysis of the
External Environment aims to verify the main Threats and Opportunities, seeking
to identify the responsible factors for supporting or prejudicing the good
performance of the organization (PORTER, 1991). Therefore, the organization
monitors the "macro-environmental forces (political, demographic,
economical, technological, legal, social and cultural) and the
micro-environmental important actors (consumers, competitors, distribution
channels, suppliers) that affect the ability to obtain profit (KOTLER, 1998, p
87).
Normally, questions are
asked aiming to focus the attention of the work team to identifying the Threats
and Opportunities (NEVES S., TAMMELA, 2010, p.32):
·
Threats:
"What external events will influence or could negatively influence the
organization's performance in the future? What external events compromise the
organization in the present?"
·
Opportunities:
"What external events will influence or could positively influence the
organization's performance in the future? What external events help the
organization in the present?"
The redaction of
Threats and Opportunities is usually made through a listing of the ideas
thought by the staff. The final redaction may be conducted by a facilitator,
that through prioritizing techniques seek to evidence the Treats and
Opportunities considered being most important and relevant to continue the
work.
3.2
Step 2 –Analysis of Internal Environment
The analysis of the
internal environment is a tool to check the organization's current state, being
the first step to verify if the current strategy (in case it exists) is being
effectively implemented, and if the current results are satisfactory. It also
serves to identify critical areas, avoiding the loss of time caused by taking
wrong decisions. Each organization, however, must determine the scope and depth
of the valuation to be realized. To do so, questionnaires, interviews and even
deeper specific techniques of verification may be used.
This Internal
Environment Analysis seeks to achieve a diagnosis of the current organization
situation, noting the variables that influence their performance, the
fortresses and weaknesses of the internal environment (KRAJEWSKI, RITZMAN,
2004). This diagnosis process also provides information about the existence of
feuds, resistance to changes, where the organizational system does not provide
confidence to users of its services and if there are distortions in the choice
of the organization priorities.
The Internal
Environment Analysis aims to verify the main strong and weak spots of the
organization, seeking to identify the internal factors responsible for favoring
or prejudicing its good performance. In fact, through an exploratory process,
it comes to a set of internal factors responsible for positively, or
negatively, influencing the organization. Some questions may be asked that
focus to concentrate work team´s attention to identifying key Strengths and
Weaknesses (NEVES S. and TAMMELA, 2010, p. 34):
·
Strengths: What
internally enables / encourages the organization to meet their activities? What
internal characteristics the organization has that places it ahead of its
competitors or similar organizations?"
·
Weaknesses: What
internally makes it difficult for the organization to meet their activities?
What internal characteristic the organization shows that makes its acting
difficult facing the changes in the sector where it acts?"
A survey must be made
about the satisfaction levels of the workforce (employees and contractors),
considering that this is an important information to be considered when
selecting the most important initiatives to improve its performance. At this
point, it is well suited to have an initial checking as to which indicators are
necessary, how to achieve them and monitor them.
It is necessary to
identify the current and desired performance levels, establishing a small
diagnosis of the main organization processes in all levels. Based on this data,
it will be possible to identify the main restrictions regarding the needs of
the interested and to the performance of the processes considered to be critical
to the organization. The evaluation´s result in each sector will serve of basis
for the improvement actions proposed.
At this point of the
MISP, the top management can perform lectures and / or participate in meetings
and lectures conducted by renowned consultants and executives from other
organizations that are already implementing a strategic planning process, to
show their commitment to changes, the importance strategic planning and use of
new management tools to improve the organization management (HEMORIO, 2000;
EXÉRCITO BRASILEIRO, 2003; SENAC-RIO, 2008). In fact, the personal commitment
of managers, at all levels, will show that the use of good management practices
is everyone's responsibility (BEER, EISENSTAT, SPECTOR, 1990).
3.3
Step 3 – Identification of Organization
Values and the Corporative Guidelines
In order to start the
strategic management process, it is necessary to define the new management
practices that the organization identifies with, or will identify during the
implantation. One of the most important functions of leadership, at all levels,
is to introduce new Values, for the day-to-day, making this cultural basis
appropriate to the new situation (KOTLER, 1998, p 92).
When a cultural change
is wanted, it is essential that the Values that guide this change remain, for a
long time, being repeated and reinforced until they become irreversible. This only
occurs when they become part of the organization´s new culture, regardless of
changes in top management. For this, it is necessary to answer the following
questions (NEVES S., TAMMELA, 2010, p. 34):
·
"What is
being valued by the management of the organization?"
·
"What will
be valued by the management in the future, so that members of the organization
may understand what is really important for an effective change
development?"
Another important issue
is the verification of the main Corporative Guidelines to be implemented by the
organization. To do so, planning documents, guidelines, resolutions and / or
deliberations related to the organization of the corporation or other
guidelines which top management judges to be appropriate, could be analyzed.
This way, the following questions must be answered (NEVES and S. TAMMELA, 2010,
p. 35):
·
"What are
the main guidelines of the corporation, its needs, determinations and
priorities?"
·
"What
explanations were given by the higher hierarchic level on the actual guidelines
of the corporation in order to clarify questions regarding the purposes and
competences of the organization?"
3.4
Step 4 - Setting the Strategic Vision and
re-study of the Mission
a) Definition of the Strategic Vision
In the preparation of
Strategic Vision, the organization takes into consideration that it portraits a
possible and desired situation in a long-term horizon. Strategic Vision is an
ideal condition, a desire, an achievable dream, a challenge, what the
organization wants to be in the future (AGEVAP, 2008). This vision is conceived
from the External and Internal environments Analysis, and consistent with the
guidance provided by the controller of the organization, if any.
The Strategic Vision
should be developed in a way to represent an innovative goal, translating the
feeling of continuous improvement, for the confidence in a better future is the
common tonic in the expressions of a vision and a fact to the organization
members that has already been detected in the internal environment analysis. Within
this spirit, the Strategic Vision should not just be informed, but shared by
all components of the organization, for it will be a propelling factor to the
change. In general, it is what will make the leadership initiate actions. Thus,
the following questions must be answered (NEVES S., TAMMELA, 2010, p. 37):
·
"What the
organization wants to be in the future?"
·
"How does
the organization want to be recognized as in the future?"
Although at first
glance the Strategic Vision is a highly ambitious goal for the organization, it
suits well to warn that it is much better to set more difficult goals than
easy, because these do not motivate people to pursue them. On the other hand,
almost impossible goals should not be established, because these, in turn, discourage
people for considering they never will reach them (NEVES S., 1996).
b)
Definition
of Mission
The Institutional
Mission is the reason of being for the organization. The detailing of the
organization´s mission is very important, but it is necessary to have clarity
and consensus regarding what is wanted to achieve, and the priorities of what
is offered. Having this done, the mission of the Agency may be detailed in a
succinct and objective way. The definition of the organization´s mission takes
into consideration the analysis of external and internal environments, carried
out by the development team of strategic planning.
Usually after several
debates and considerations by team members, a Mission consolidation for the
organization is achieved, so as to constitute one of the basis of strategic
planning development.
Goals are targets to be
met in a given period. Strategic Objectives set by the working group are the
basis for the organization to work with clear measures that guide managers. The
Organization´s Strategic Objectives are established in order to achieve the
Strategic Vision and the accomplishment of the Mission.
For the organization´s
management to be aligned with corporative guidelines, the goals determined by
the corporation should not be forgotten, for they provide the desired
directing.
In order to set goals
and objectives following the following questions must be answered (NEVES S., TAMMELA,
2010, p. 38):
·
Objectives:
"What is the future state of the organization or results to be obtained or
maintained, to ensure that the mission is fulfilled and the Strategic Vision is
achieved by the predicted deadline?"
·
Goals:
"What are the specific goals, measurable, and which attainment is desired
at an interval of determined time?"
It is important, then,
that the Objectives and or Goals of the organization are clearly established,
in order to align to what the top management desires and the plans to be
deployed from these goals.
3.6
Step 6 - Definition of Critical Success Factors
For the strategic
vision and goals were transformed into clear programs and projects, strategic
planning predicts the definition of Critical Success Factors (CSF), meaning,
the decisive attributes to the successful implantation of the strategy in the
organization.
The CSF, as well as the
key indicators of performance, has as goal aligning to the skills,
capabilities, processes, learning and culture with the greatest goals of the
organization and development of detailed measures to evaluate its
effectiveness.
To define your CSFs,
the organization must answer the following questions (NEVES S., TAMMELA, 2010,
p. 39):
·
"What are
the decisive attributes for the success of the organization in the fulfillment
of its mission and achieving its strategic vision?"
·
"What will
make the organization be well-succeeded on its Mission and achieving its
Strategic Vision?"
It is worth emphasizing
that it will be necessary to define the vital few Critical Success Factors that
are related to each one of the main strategic objectives. To set these CSF,
from Strengths and Improvement Opportunities, Threats and Opportunities,
Mission and Strategic Vision, in addition to skills and resource necessities
can be used as sources of advice.
3.7
Step 7 – Definition of Programs and Projects
From the elaboration of
Strategic Objectives and its Critical Success Factors, the team that assists in
developing the strategic planning seeks to identify the Programs, Projects and
the necessary actions to the achievement of the goals set, meaning, it
establishes what should be done so that the organization can achieve the
Strategic Vision.
To facilitate the
elaboration of a strategic planning it will be required that staff of the
organization seeks to unfold the strategy, identifying for each
"what" will be held, the "who" will be responsible for its
implementation and "how" will be made for each action. For this, the
organization's strategy and its deployment could be presented as a matrix.
This strategic planning
methodology predicts the existence of an alignment of the strategies of the
organization (Corporative) with the strategies of each one of its units
(Mission, Future Vision, Politics, Strategies, Guidelines, Objectives and
Goals, in addition to action plans).
On this step, it is predicted
the development of implementation planning medium-term activities related to
implementation of strategic planning in order to establish the direction to be
followed by the organization in coming years.
For an effective
dissemination of the activities developed in strategic planning to be done, it
is necessary to structure the necessary mechanisms for communication:
newspaper, internal newsletter, bulletin boards, magazines etc., in order to
clarify to employees about the various phases of the strategy and how they can
assist in its development (BEER, EISENSTAT, SPECTOR, 1990).
Finally, on this step,
the various implementation teams in each sector of the organization will be
structured.
3.8
Step 8 –
Development of Performance Measurement System
Besides the necessity
of having a strategic planning as a guideline of the organization, with the
establishment of the Future Vision, Mission and Critical Success Factors, the
methodology requires the proper application of a measurement system, which
requires specific knowledge matters related to the management of projects with
multidisciplinary teams.
The measurement system
should include performance measures and its indicators. Firstly, an analysis of
"what to measure" should be performed. After, the indicators related
to the different perspectives of performance that were considered important by
top management of the organization, are identified. This definition of the
measurement system is important to align, inclusive the performance indicators
of project implementation with measures of overall performance of the
organization (KAPLAN, NORTON, 2008).
The strong commitment
of the organization´s senior managers is necessary to the implementation of the
measurement system, for it will be a decisive inducer of the new focus culture
on results. It is noteworthy that some indicators may already exist and are
currently being used by the organization, however without an effective
application of that information, at all levels of decision making, for decision
taking.
In order to implement
the Measurement System, these base indicators may be used and, with the help team with representatives of
various sectors and specialists, establish balanced strategic indicators, in a
“top-down” way, meaning, taken the needs of Senior Management, until its
unfolding in each sector of the organization.
An effective
implementation of the measurement system also involves it self’s communication
throughout the organization, its strategic level´s unfolding to the various
sectors, the details in indicators as to measurement frequency formulas,
segmentation and visualization, linking compensation to results, the
establishment and incorporation of a monitoring and controlling process,
enabling continuous improvement of the indicators, along with analysis and
review of actions, objectives and strategic goals (AGEVAP, 2009, p. 12).
As a suggestion, the
implementation of the Performance Measurement System of the Organization can
include the following steps (AGEVAP, 2009, p. 12-18):
·
Mapping of the
Strategic Orientation
·
Definition of
Perspectives
·
Definition of
Strategic Objectives
·
Creation of the
Strategic Map
·
Definition of
Strategic Indicators (Assembly of the Board Panel)
·
Detailing Strategic Indicators
·
Definition of
Display Form of the Organization ´s Strategic Indicators
·
Definition of
Software to be used to manage the Organization´s Performance Measurement System
Organization
This step aims to
evaluate the results of the strategic planning implantation in the
organization, in a way to provide feedback of the actions that were
implemented. For this, the
Performance Measurement System (Step 8) has a key role. It should be noted that
there must be a change in the very evaluating process of the organization,
which does not systematically use the performance indicators.
Each sector will have
to establish its respective indicators with the corresponding graphs and
tables. Modern software could be adopted to facilitate the strategy management,
through projects, which include the key performance indicators, allowing
managers to have better conditions to take decisions over a determined subject
or point.
A schedule of
coordination meetings should be structured with the Director of the
organization, with the sectors and members of the structure "ad hoc"
(BEER, EISENSTAT, SPECTOR, 1990), developed specifically to follow foreseen
activities in the strategic planning. Also, Kaplan and Norton (2008) suggest
the adoption of a Strategic Management Unit to run the processes with multiple
system interfaces of strategy execution, in order to work as an architect,
integrator and owner of the strategy control and planning process.
4.
CONCLUSIONS
Changes in the economy
have been accelerated by the globalization of markets, the technological changes
and deregulation. All this strongly altered the competition.
The past success does
not guarantee the future of organizations, for the economy, technology, people
and power of nations are in full change. Therefore, strategic planning is
pointed as the main tool to changes development in an organization.
There are some aspects
that are critical to the strategic planning development, such as sensitiveness
and involvement of all people, the definition of critical areas and priorities
linked to the achievement of objectives and goals, the necessity of an “Ad hoc”
structure for monitoring, the clear definition of responsibilities and
performance indicators.
It should be noted that
the strategic planning process should be understood by all and be participative,
so there is a real commitment of all. For this, a clearly presented
methodology, structured and linked with linked steps can serve this purpose.
Therefore, a balanced
measurement system is a support methodology to follow and monitor the evolution
of the organization decisions, focusing on strategic indicators. In general,
the measurement system provides the organization a wide business vision,
current and future, trying to translate the mission, the vision and strategies
of the different organization goals and objectives, according to the
performance perspective.
The strategic planning
methodology here presented has a wide range of acting areas, which can be
applied in large corporations as well as in micro and small enterprises. There
is no distinction in whether the company is public, private, NGOs, government,
or if it is used on people. However, different market situations, product
strategies and competitive environments require customized systems (scorecards)
that fit their mission, strategy, technology and culture.
Therefore, it is
noteworthy that every organization is unique, as is its own way of implementing
its strategic plan. So the Methodology for Implementation of Strategic Planning
- MISP should also be adjusted to each organization, for it was developed to be
implemented in the context of changes of organizations, and might be, however,
perfected throughout its existence.
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AGEVAP - Associação
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