THE “PROBLEM” IN STRATEGIC PLANNING
Why is having a well-defined problem essential to have a successful organization’s mission and strategic vision? The challenge of self-actualization for some organizations is often centered around clarifying the problems they set up to address and the solutions they offer, specifically in the form of products and services. Older and complex organizations often overgrown the initial problems they set up to address, time and energy are invested in addressing problems no longer relevant, poorly defined or pseudo problems.
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Why is having a well-defined problem essential to have a successful organization’s mission and strategic vision? The challenge of self-actualization for some organizations is often centered around clarifying the problems they set up to address and the solutions they offer, specifically in the form of products and services. Older and complex organizations often overgrown the initial problems they set up to address, time and energy are invested in addressing problems no longer relevant, poorly defined or pseudo problems.
Recently, a cutting-edge energy organization needed to have strategic planning guidance to succeed in its efforts of implementing a regional environmental center. The center's purpose is to achieve biodiversity conservation in a region with over 30 years of environmental degradation that had threatened the region's ecosystem services and the integrity of the company to generate energy.
