CURAD TAILORED

TRAINING &
MENTORSHIP PROGRAM

Planning Practices II
 1. Learning Objectives ….……..……….…….…………..…01

2. Introduction ..………………….…………..…….………..…02

3. P1 - Strategy …………….…..…….…………..…..….……04

4. P2 – Review Strategy….…………..…………………..…04

CONTENTS 5. P3 – Track Progress ………………………...……………..06

6. P4 – Review Business Performance …..……………07

7. P5 – Plan Operations ……………………………………….08

8. P6 – Compliance ………………………………….………...09
Learning Objectives

Understand the importance of Strategic Planning and learn effective

practices.
Grasp the Master the Core
Importance and Components and Utilize Practical Apply Real-World
Examples and
Benefits of Steps of Planning Tools Foster Continuous
Strategic Effective and Techniques Improvement
Planning Planning

Understand Analyze case

Learn the Get
how strategic studies,
essential acquainted
planning engage in
elements of a with planning
provides interactive
strategic plan tools and
direction, exercises, and
and follow a software
improves develop a
step-by-step solutions that
resource mindset
approach to streamline the
allocation, geared
developing & planning
manages towards
implementing process and
risks, and continuous
a support
enhances improvement
comprehensiv efficient
decision- and
e strategy. execution.
making. adaptability.

01
Introduction

Intro P1 - Strategy
• Planning Assessment Tool • Video
• Planning 1
• Business Plan Development Guide
• SWOT, PESTEL, Value Chain Analysis
• Scenario Planning, Case Study
• Strategy & Planning Tool

P2 – Review Strategy P3 – Track Progress

• Video • Video
• Planning 2 • Planning 3
• Meeting Agenda • OKR Tracker, Goal Planner (Case Study)
• Vision Statement • The Four As of Successful Execution
• Strategy Review, Strategy Review Pyramid • Creating a Dashboard

P4 – Review Business Performance P5- Plan Operations

• Video • Video
• Planning 4 • Anticipating Tomorrow
• Business Performance Review Guide • Operations Plan
• Growth Goal Tracker, OKR Tracker • SMART Goals, Value Chain Analysis
• Stock Book, Value Chain Analysis

P6 - Compliance
• Video
• Planning 6
• Compliance Process
• Risk Control, Quality Control, Organizational
Risk Assessment
• Checklists, BCS planning, Governance Plan

02
Introduction

Research has shown that adopting Planning Assessment Tool.

certain key business habits leads to
business growth, and we want to help This segment will be on conducting a
you identify which business practices preliminary planning assessment
you can introduce or improve in your using a scoring tool.
business.

This tool will help you assess which

key planning practices you are doing
and which you might be missing from
your business.

Once you have scored each practice,

remember to discuss your scores with
your team of senior managers and
decide on a score you all agree to for
each practice. You can write down
this score next to each practice below

02
P1 - Strategy

Tools

Refer to Slide 1 and Planning 1 tool.

Strategic planning is the foundation of
business success, especially in the
dynamic and competitive environments of Effective strategy formulation includes
emerging economies like those in Africa. understanding the external environment
Developing a clear strategy involves through tools such as SWOT and PESTEL
defining the long-term vision and mission analysis, and leveraging internal
of the business, identifying core values, strengths to capitalize on opportunities
and setting achievable objectives that while mitigating risks. In Africa's diverse
align with market opportunities and and rapidly changing markets, a well-
challenges. This process helps businesses crafted strategy can differentiate a
to navigate uncertainties, allocate business and drive its competitive
resources effectively, and create a advantage (Prahalad & Hamel, 1990).
roadmap for growth and sustainability
(Porter, 1985).

02
P2 – Review Strategy

Tools.

Refer to Slide 1 and Planning 2 Tools.

Reviewing the strategy is a critical step to
ensure that the business remains aligned
with its goals and can adapt to changing
In the context of African markets, where
market conditions. This involves periodically
external factors such as regulatory changes,
assessing the relevance of the strategic
economic shifts, and technological
plan, analyzing performance metrics, and
advancements can significantly impact
making necessary adjustments based on
business operations, continuous strategic
feedback and market trends. Regular
review is essential. It enables businesses to
strategy reviews help businesses to stay
recalibrate their strategies to maintain
agile and responsive to new opportunities
relevance and achieve sustained growth
and threats, which is particularly important
(Kaplan & Norton, 2008).
in the fast-evolving landscapes of emerging
economies (Mintzberg, Ahlstrand, & Lampel,
1998).

02
P3 – Track Progress

Tools.

Refer to Slide 1 and Planning 3 Tools.

Tracking progress is essential for measuring
the effectiveness of the strategic plan and For businesses in Africa, leveraging
ensuring that the business is on track to technology for real-time data collection
achieve its objectives. This involves setting and analysis can enhance their ability
key performance indicators (KPIs), to track progress effectively. Utilizing
monitoring progress against these metrics, tools such as balanced scorecards and
and using data-driven insights to inform performance dashboards can provide
decision-making. Regular tracking allows comprehensive views of business
businesses to identify areas of performance, facilitating proactive
improvement, celebrate successes, and management and continuous
improvement (Parmenter, 2010).
make timely adjustments to their strategies
(Drucker, 1954).

02
P4 – Review Business Performance

Tools.

Refer to Slide 1 and Planning 4 Tools.

Reviewing business performance is a
critical practice to assess how well the
In African markets, where economic
business is meeting its goals and where
conditions and consumer preferences
it stands in relation to its strategic
can be volatile, frequent performance
plan. This process involves analyzing
reviews are vital for maintaining
financial statements, operational
competitiveness. By systematically
metrics, and market feedback to gain
evaluating business performance,
insights into the business's health and
companies can make informed
areas for improvement. Regular
decisions that drive operational
performance reviews help to identify
efficiency and strategic alignment
trends, address challenges, and
(Collis & Rukstad, 2008).
capitalize on opportunities for growth
and innovation (Eccles, 1991).

02
P5 – Plan Operations

Tools.

Refer to Slide 1 and Planning 5 Tools.

Operational planning translates For businesses in Africa, operational

strategic objectives into actionable planning must consider local market
plans that guide the day-to-day dynamics, supply chain complexities,
activities of the business. This involves and resource availability. By optimizing
detailing the processes, resources, and operations through meticulous planning
timelines required to achieve specific and continuous improvement,
goals. Effective operational planning businesses can enhance productivity,
ensures that the business operates reduce costs, and improve customer
smoothly, efficiently, and in alignment satisfaction, thereby building a robust
with its strategic vision (Chase, Jacobs, foundation for sustainable growth
& Aquilano, 2006). (Slack, Chambers, & Johnston, 2010).

02
P6 – Compliance

Tools.

Refer to Slide 1 and Planning 6 Tools.

Compliance planning involves ensuring In the context of emerging markets in

that the business adheres to relevant Africa, where regulatory environments
laws, regulations, and standards. This can be complex and rapidly changing,
is crucial for maintaining legal integrity, staying compliant is particularly
avoiding penalties, and building trust challenging yet essential. Businesses
with stakeholders. Effective compliance must stay informed about local and
management includes understanding international compliance requirements
regulatory requirements, implementing and proactively address compliance
internal controls, and conducting issues to mitigate risks and enhance
regular audits to ensure adherence their reputation (Ferrell, Fraedrich, &
(Bagley, 2010). Ferrell, 2016).

02
References

1. Bagley, C. E. (2010). Winning legally: How to use the law to create value, marshal resources, and manage
risk. Harvard Business Review Press.

2. Chase, R. B., Jacobs, F. R., & Aquilano, N. J. (2006). Operations management for competitive advantage.
McGraw-Hill/Irwin.

3. Collis, D. J., & Rukstad, M. G. (2008). Can you say what your strategy is? Harvard Business Review, 86(4),
82-90.

4. Drucker, P. F. (1954). The Practice of Management. Harper & Brothers.

5. Eccles, R. G. (1991). The performance measurement manifesto. Harvard Business Review.

6. Ferrell, O. C., Fraedrich, J., & Ferrell, L. (2016). Business ethics: Ethical decision making and cases.
Cengage Learning.

7. Kaplan, R. S., & Norton, D. P. (2008). The balanced scorecard: Measures that drive performance. Harvard
Business Review.

8. Mintzberg, H., Ahlstrand, B., & Lampel, J. (1998). Strategy safari: A guided tour through the wilds of
strategic management. Free Press.

9. Parmenter, D. (2010). Key performance indicators: Developing, implementing, and using winning KPIs.
John Wiley & Sons.

10.Porter, M. E. (1985). Competitive advantage: Creating and sustaining superior performance. Free Press.

11.Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review.

12.Slack, N., Chambers, S., & Johnston, R. (2010). Operations management. Pearson Education.

02
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