THE ROLE OF THE STRATEGIC PLANNER
 

 

 

 

 

 

 

 

 

 

 

 

Role of the A strategic planner is a staff person who helps line executives in their planning Strategic Planner efforts. Thus, there may be a corporate strategic planner working closely with the CEO. A strategic planner may also be attached to an SBU. This section examines the role of a strategic planner at the SBU level. The planner conceptualizes the planning process and helps translate it for line executives who actually do the planning. As part of this function, the planner works out a planning schedule and may develop a planning manual. He or she may also design a variety of forms, charts, and tables that may be used to collect, analyze, and communicate planning-oriented information. The planner may also serve as a trainer in orienting line managers to strategic planning. The planner generates innovative ways of performing difficult tasks and edu- cates line managers in new techniques and tools needed for an efficient job of strategic planning. The planner also coordinates the efforts of other specialists (i.e., marketing researchers, systems persons, econometricians, environmental monitors, and management scientists) with those of line management. In this role, the planner exposes managers to the newest and most sophisticated concepts and techniques in planning.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

The planner serves as an adviser to the head of the SBU. In matters of concern, the SBU head may ask the planner to undertake a study. For example, the SBU head may seek the advice of the SBU strategic planner in deciding whether private branding should be accepted so as to increase market share or whether it should be rejected for eroding the quality image of the brand. Organizational Structure Strategy Implementation and Control Another key role the planner plays is that of evaluator of strategic plans. For example, strategic plans relative to various products/markets are submitted to the SBU head. The latter may ask the planner to develop an evaluation system for products/markets. In addition, the planner may also be asked to express an opinion on strategic issues. The planner may be involved in integrating different plans. For example, the planner may integrate different product/market plans into an SBU strategic plan. Similarly, an SBU’s plans may be integrated by the corporate strategic planner from the perspectives of the entire corporation. For example, if a company uses the growth rate-relative market share matrix to judge plans submitted by dif- ferent businesses, the planner may be asked not only to establish the position of these businesses on the matrix but also to furnish a recommendation on such matters as which of two question marks (businesses in the high-growth-rate, low-market-share quadrant of the matrix) should be selected for additional funding. The planner ’s recommendation on such strategic issues helps crystallize executive thinking. Matters of a nonroutine nature may be assigned to the planner for study and recommendation. For example, the planner may head a committee to recommend structural changes in the organization.