Simply put, strategic planning determines where an organisation is going over the next year or more, how it's going to get there and how it'll know if it got there or not. The focus of a strategic plan is usually on the entire organisation, while the focus of a business plan is usually on a particular product, service or program. There are a variety of perspectives, models and approaches used in strategic planning. The way that a strategic plan is developed depends on the nature of the organisation's leadership, culture of the organisation, complexity of the organisation's environment, size of the organisation and expertise of planners.
There are all sorts of reasons which may inhibit the Human Resource Development team from developing a strategic training approach; the following three reasons are what I would consider the main ones.
The first I would consider would be cost. There is no doubt that many organisations cannot afford to hire an external consultant to help them develop their strategy and implementing this strategy when not specifically trained in predicting future direction of the business can be risky. The second reason follows on from this quite nicely; future predictions may not unfold as envisaged. Even if a company pays top money for a profession in the field of strategic planning, there are always unforeseen events which can affect how the future unfolds. This could, therefore, prove the consultation to be a waste of money and the company may have to alter its strategy anyway.
The third possible reason could be preference of immediate results. Strategic planning is a long term method and some companies prefer to work to smaller time scales (possibly for the previous reason). Smaller companies are more likely to avoid strategic planning approach to training due to this reason.
There are all sorts of reasons which may inhibit the Human Resource Development team from developing a strategic training approach; the following three reasons are what I would consider the main ones.
The first I would consider would be cost. There is no doubt that many organisations cannot afford to hire an external consultant to help them develop their strategy and implementing this strategy when not specifically trained in predicting future direction of the business can be risky. The second reason follows on from this quite nicely; future predictions may not unfold as envisaged. Even if a company pays top money for a profession in the field of strategic planning, there are always unforeseen events which can affect how the future unfolds. This could, therefore, prove the consultation to be a waste of money and the company may have to alter its strategy anyway.
The third possible reason could be preference of immediate results. Strategic planning is a long term method and some companies prefer to work to smaller time scales (possibly for the previous reason). Smaller companies are more likely to avoid strategic planning approach to training due to this reason.
