STRATEGIC PLANNING

Strategic Planning

Strategic Planning

Introduction

Strategic Planning at Boeing this analysis deals with strategic planning at the Boeing. Management is the conduct of drafting, implementing and evaluating cross-functional decisions that will enable an organization to achieve its long-term objectives.[1] It is the process of specifying the organization's mission, vision and objectives, developing policies and plans, often in terms of projects and programs, which are designed to achieve these objectives, and then allocating resources to implement the policies and plans, projects and programs. A balanced scorecard is often used to evaluate the overall performance of the business and its progress towards objectives.

Strategic management is a level of managerial activity under setting goals and over Tactics. Strategic management provides overall direction to the enterprise and is closely related to the field of Organization Studies. In the field of business administration it is useful to talk about "strategic alignment" between the organization and its environment or "strategic consistency". According to Arieu (2007), "there is strategic consistency when the actions of an organization are consistent with the expectations of management, and these in turn are with the market and the context."

Strategic Planning at the Boeing

a) What are the organizations current recourses?

The Boeing Corporation has a unique organizational structure which consists of essentially two business solutions that are tied together via nine levels of corporate functions. The two businesses are Commercial Airlines and Integrated Defense Systems. From the top to bottom, the corporate functions that govern this corporate machine are, Business Development and Strategy, Communications, Engineering, Operations and Technology, Finance/Shared Services Group/Boeing Capital Corporation, Human Resources/Administration, International, Law, Office internal Governance, and Public Policy. That is a lot for a company that employs over 160,000 over 70 countries. Managing a business this large can be a challenge. That is why it is important to have qualified people working to ensure correct planning and strategizing is carried out.

The driving force behind the Boeing Corporation is of course the stakeholders, which include: Customers, Employees, Shareholders, and Communities. The management model used to direct the company's planning and focus is simple but effective method for planning, acting, analyzing, and reinforcing methods that produce results. These are driven by Boeings aptitude to encourage growth and leadership from within the organization. By making employees share in both the successes and failures of the company, Boeing in turn receives: committed, performance-driven management at all levels. This is achieved primarily by preparing employees through education throughout the organization and to apply knowledge as defined by the following model.

Boeing's competition is another external factor that influences the organization both tactically and strategically. The company known as Airbus is Boeing's biggest competition. Airbus is the leading manufacturer of commercial jets (Yahoo, 2008). Recently Boeing has been having internal issues affecting their assembly line and has cause a shortage in production which in turn has been affecting deadlines. With Boeing experiencing problems clients have been turning to Airbus to fulfill their needs. Lockheed Martin is Boeing's biggest competition in defense systems (Yahoo, ...