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€¢ No clear link exists between the organization’s overall strategy and its business processes €¢ The organization never completed a strategic plan or the existing plan is outdated €¢ No process is in place to monitor achievement of the organization’s vision €¢ The organization does not have clear strategies and objectives for what it wants to achieve €¢ Employees do not know, or do not have a clear understanding of, the organization’s mission €¢ The organization does not have a mission statement

€¢ The organization does not have a clear vision of what it wants to achieve and there is no con. Process include, but are not limited to, the following: Key factors that indicate the need to initiate a strategic planning Unless a strategic plan was recently completed for the organization, or the organization has aĬlear understanding of its mission and vision, it is most likely that a strategic planning process Such as rapid growth or simply a need for the organization to define its mission and general Tion triggering a decrease in aircraft operations and revenues) a need to cope with vital issues, Structure or dramatic staff turnover) or external changes (e.g., airline bankruptcy or consolida. Plan may result from leadership change major internal changes (e.g., a change of governing Objectives and ensure that other airport planning analyses (master plan, business plan, etc.) areĪligned with the organization’s overall strategy.įor those organizations that do not have a regularized process, the need to develop a strategic Zational values, mission, and vision assess the operating environment examine strategies and Triggered by anything in particular other than the need, on a routine basis, to revisit the organi. In an ideal situation, strategic planning should be an internalized and regularized process not €¢ Defining who should facilitate the strategic planning effort Ing the potential leaders of the process and the methods that will be used to keep stakeholders €¢ Determining the stakeholders that should participate in the strategic planning process, includ. €¢ Defining the expected outcome of the process in terms of a written plan

That each phase in the airport strategic planning process is complete Resources to be expended (time and financial) and the individual(s) responsible for ensuring This outline should specify the tasks, outcomes, and €¢ Defining the scope of the process or developing an outline of the steps and activities that will €¢ Assessing the organization’s readiness for strategic planning €¢ Defining the specific benefits/outcomes that airport management hopes to achieve from the €¢ Defining the need to initiate the strategic planning process The information presented in this chapter is intended to assist airport management with the Whether the organization is ready to undergo strategic planning. Preplanning is also critical to determining Ings and reach agreement about the planning process. During preplanning, the key parties develop shared understand. This chapter describes the preplanning activities necessary to ensure that the organizationalĮlements are in place to initiate the strategic planning process so that the process provides max. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages. Below is the uncorrected machine-read text of this chapter, intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text of each book.