Planning

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“Genius is 1% inspiration and 99% perspiration!”

THOMAS EDISON

Every organization interested in sustainable long-term growth must have long-term, medium-term, and short-term action plans to refer to, in order to translate its foundational goals into operational milestones.

Analyzing both internal and external conditions allows for identifying the organization’s current status quo. From here, one can develop the growth and change strategy needed by an organization.

In terms of time, strategic planning should unfold at three level:


1. Long Term Planning

The first form of planning an organization undertakes is to clearly define its mission. Although this may seem like a seemingly formal and non-operational step, it is, on the contrary, an indispensable act to clarify:

  • The foundational reason for the organization’s existence
  • The area/sector/market of reference in which it intends to operate to pursue its mission
  • The target audience it intends to address

Once these aspects are clearly identified, it becomes possible to proceed with the definition of an operational action plan that translates the macro-goal provided by the mission into a series of detailed objectives.


2. Medium Term Planning

In this intermediate phase, the actual corporate strategic planning is articulated: the objectives defined in relation to the mission are compared with the actual conditions of the organization and its reference environment, in order to identify tools/processes that effectively allow the achievement of the set goals and the available resources. This is a process supported by the information gathered during the analysis phase and includes multiple steps:

  1. Review of the existing strategy, with particular reference to any misalignment with the mission;
  2. Performance assessment, including SWOT analysis of the organization’s strengths and weaknesses, as well as opportunities and threats in the reference context;
  3. Definition of a new strategy (medium-term objectives, related management tools/processes, allocable resources), prioritizing the sharing of objectives by all stakeholders operating within the organization.

3. Short Term Planning

This final step of the planning process is limited in terms of time, as it is characterized by a short-term deadline. The definition of an annual resource investment plan (budgeting) is functional to operationalize the tools and processes defined by the multi-year strategic planning. For the latter to be successful, it is crucial to be able to adapt short-term organizational and managerial conditions and resource allocation if the results are not adequate.

The annual time horizon indeed ensures a sufficient duration to initiate the strategy and, at the same time, evaluate its initial effectiveness. This aspect of planning is crucial for monitoring the results that will constitute the main data for the organization’s reporting documents.

The strategic planning process includes both the potential restructuring of the existing operational model within the organization and the definition of new management processes that are more efficient in utilizing available resources and more effective in achieving priority goals.

We aim to support cultural organizations in producing a growth plan that is suitable for achieving their cultural objectives and, at the same time, economic-financial goals.

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