Abstract
This paper intends to focus on analyzing Fluor strategic planning and strategic intent thinking. A detailed comparison and evaluation of conventional strategic planning and strategic intent thinking is being conducted in the paper. The paper further discusses how Fluor is using strategic planning and strategic thinking to achieve growth and profitability. Strategic planning and strategic thinking both are important for any organization. The paper will provide detailed description of use of strategic planning and strategic thinking to achieve maximum growth.
Fluor Conventional Strategic Planning and Strategic Intent Thinking
Thesis Statement: the paper is intended to present a comprehensive comparison and evaluation of strategic planning and strategic intent thinking. The paper further elaborates Flour strategic planning and thinking to achieve desired goals and profit.
Introduction
The competition is increasing and to achieve desired growth, companies want to adopt best suitable tools and processes for their organization. Strategic planning majorly focuses on analyzing information to define sub goals and processes to achieve those goals. Process implementation, monitoring and measurement of consequences are also part of strategic planning. On the other hand strategic intent thinking is about innovative ideas, synthesis, intuition, formulating a vision for the organization. Strategic planning helps organizations to project annual targets, trends and how to sustain with existing resources. On the other hand strategic thinking helps organizations to learn, to achieve tuff targets and accelerate the growth of organization. The use of strategic planning concepts or strategic thinking is topic for debate. In the paper we will examine how Fluor is using strategic planning and strategic thinking to achieve the desired targets.
Description of Theories/Core Concepts
Henry Mintzberg in his article “The fall and rise of strategic planning” year 1994, mentioned that strategic thinking should be adopted over strategic planning. He said planning is based on existing processes whereas thinking help to develop new process. Strategic intent thinking provides new ideas, new technology and new dimensions for growth (Mintzberg, 1994).
G. Hamel and C.K. Prahalad in their article “strategic intent” mentioned that strategic intent makes organizations to work in innovative manner. It separate performers from the losers. New innovations give organizations an upper-edge over their rivals (Gary Hamel and C. K. Prahalad, 2005).
Strategic planning is conducted by using tools like SWOT, PEST, BCG, Value chain and the like. It also applies concepts like strategic fit of resources, low cost vs. differentiation, defining goals and process etc. strategic intent thinking and strategic planning both works for specified goals. The difference is strategic intent identify innovative targets like development of new product or innovative technology whereas strategic planning with the help of processes implement the idea to achieve those desired targets. Strategic intent thinking gives answer to question like what needs to be done whereas strategic planning tells how it will be done. Strategic planning and strategic intent thinking both are required to work together in order to achieve complicated targets (DeGeus, 1988).
Analysis/Explanation/Discussion
Fluor Corporation for more than hundred years is providing innovative solutions to its all clients in engineering, maintenance, procurement and construction fields. Fluor is having vision to meet clients need with innovatively designed services. For example company’s strategic thinking is to provide solutions that are environment friendly and safe for workers. Under strategic planning company is having zero incidents policy in place and also received various safety awards. Company is working on saving energy and reducing carbon emission. Fluor keeps a track record to measure its success.
Flour is focusing on providing best solution in limited time frame with full efficiency. To achieve full efficiency company is having experienced and trained employees. Company is also having strategic tools like supply chain, project management along with advance technology in place to meet clients needs.
Another good example of strategic thinking: Fluor is focusing on achieving continuous growth and providing long-term value to its shareholder. To achieve this vision company wants to be more diversified. Fluor organized its business in four groups i.e. construction, engineering, maintenance and procurement services. Company closed down fifteen offices and lay off five thousands positions which decreased the expenditure by $160 million. Fluor current business along with administrative functions was consolidated into other newly developed shared service organization. Existing processes were automated and streamlined. Benchmarking strategy was used to cut down the cost, expenditure and to deliver excellent performance. Fluor `putted all its efforts to advance existing information technology system. Human resource management policies were restructured; the priority was given to incentive based compensation (Calif, 1999).
Conclusion
After having observed the above discussion we can say that conventional strategic planning alone cannot provide maximum growth to the organizations. Strategic intent thinking helps them to gain advantage over competitors and provide opportunities to achieve enormous growth. Strategic planning should contribute in developing processes to achieve the target sets by strategic thinking. Corporate planning should provide all information collected from different sources to facilitate strategic thinking process.
Extending the Conversation
Is strategic intent thinking has an upper edge over strategic planning?
Discuss two examples where strategic planning along with strategic intent realize impossible goals.
References
Calif, I. (1999, March 9). Fluor. Retrieved May 16, 2012, from www.investor.fluor.com: http://investor.fluor.com/phoenix.zhtml?c=124955&p=irol-newsArticle_pf&ID=23159&highlight=
DeGeus, A. P. (1988). Planning as learning. Harvard Business Review , 70-74.
Gary Hamel and C. K. Prahalad. (2005). Strategic Intent. Harvard Business Review , 148-161.
Mintzberg, H. (1994). The fall and rise of strategic planning. Harvard Business Review , 107-114.
