Avoidance of Duplication
By: Novita, S.Kom, MBA
There is a great temptation to set up duplicate services in a planning department. Special studies, the analysis of projects, the quantification of plans, and the application of OR techniques to planning problems are all activities which make a heavy demand on specialist services. Certainly many projects can be completed more quickly if the planner has a dedicated team of accountants, market researchers, and similar people.
Yet this can be a great danger. Studies might be completed at a faster rate, but they are more likely to be accepted if they have been carried out in participation with others. Accountants who deal in plans are likely to find themselves at loggerheads with their colleagues in budgeting departments. A more practical solution is to approach the process of planning with the firm intention of involving as many of the company’s employees in the system as is humanly possible. This means that existing services should be expected to contribute to planning activity, and the need for rival teams of specialists is avoided. Just as managers are the company’s real planners, so their specialists are the support staff of planning.
The effect of this principle will be to keep down the size of the planning department confirm that planning is the right umbrella for new services Existing functions in the company will not always have the specialists that corporate planning requires, and in many cases there will be a need to employ support staff. The fact that a corporate planner has identified the need is not of itself a good reason why the specialists must of necessity report to that function.
David, Fred. R. 2013. Strategic Management, 14th edition. Pearson
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