Dick DeStefano is the Executive Director of Sudbury Area Mining Supply and Service Association (SAMSSA). destefan@isys.ca This column was originally published in the March, 2011 issue of Sudbury Mining Solutions Journal.
One of the most consistent questions from the SAMSSA membership is how do we build a truly viable and vital company that can meet all the needs and demands of a global market. What model or dynamics works best and what is a waste of time and effort? A worthy question.
The list of options is somewhat endless and changes quite frequently as new models emanate from different economic conditions and research. What works for one company is a waste of time for another depending on the attitude and resources available, but I believe that the most fundamental model is the generic structure that encompasses the strategic business plan.
The list of models presented here is not exhaustive but appear as the most applied.
Strategic planning is an organization’s process of defining the strategy or direction and making decisions and allocating resources to pursue this strategy utilizing its capital and people. You can use a SWOT or PEST or STEER analysis or even a supplementary but comprehensive model called EPISTEL (Environment, Political, Informatic, Social, Technological, and Economic & Legal) as the primary map for success. All strategic planning deals with at least one of three key questions: 1. What do we do? 2. For whom do we do it? 3. How do we excel?