We must be serious about our strategic plan. we must try to visualise clearly what we want for the future of our organisation. BUT how far we are serious? especially our leaders. Do we analyse our past strategic plan and assess our achievement, do correction, divert or improve. It is real team work and not a single person task. Involve team, hirarchy, respect, appreciatian, promotion,....

Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy. In order to determine the direction of the organization, it is necessary to understand its current position and the possible avenues through which it can pursue a particular course of action. Generally, strategic planning deals with at least one of three key questions:^[1]

1. "What do we do?"
2. "For whom do we do it?"
3. "How do we excel?"

In many organizations, this is viewed as a process for determining where an organization is going over the next year or—more typically—3 to 5 years (long term), although some extend their vision to 20 years.

The key components of 'strategic planning' include an understanding of the firm's vision, mission, values and strategies. (Often a "Vision Statement" and a "Mission Statement" may encapsulate the vision and mission).

• Vision: outlines what the organization wants to be, or how it wants the world in which it operates to be (an "idealised" view of the world). It is a long-term view and concentrates on the future. It can be emotive^{[citation needed]} and is a source of inspiration. For example, a charity working with the poor might have a vision statement which reads "A World without Poverty."

• Mission: Defines the fundamental purpose of an organization or an enterprise, succinctly describing why it exists and what it does to achieve its vision. For example, the charity above might have a mission statement as "providing jobs for the homeless and unemployed".

• Values: Beliefs that are shared among the stakeholders of an organization. Values drive an organization's culture^{[citation needed]} and priorities and provide a framework in which decisions are made. For example, "Knowledge and skills are the keys to success" or "give a man bread and feed him for a day, but teach him to farm and feed him for life". These example maxims may set the priorities of self-sufficiency over shelter.

• Strategy: Strategy, narrowly defined, means "the art of the general".^{[citation needed]} - a combination of the ends (goals) for which the firm is striving and the means (policies) by which it is seeking to get there. A strategy is sometimes called a roadmap - which is the path chosen to plow towards the end vision. The most important part of implementing the strategy^{[citation needed]} is ensuring the company is going in the right direction which is towards the end vision.