Strategic planning methods

Strategija kao važan faktor u poslovnom okruženju predstavlja razliku između uspješnih i neuspješnih poduzeća. Većina neuspješnih poduzeća ima sličan problem – sva ona vjeruju kako je njihovo poslovanje potrebno fokusirati na kratkoročne probleme i ostaviti dugoročnu strategiju marketinškim ili financijskim odjelima. Nažalost, takva poduzeća ne uspijevaju na svjetskom, ali niti na domaćem tržištu. Cilj ovog rada je istražiti, prikazati, identificirati i analizirati prednosti, ali i moguće nedostatke metoda unaprjeđenja poslovanja proizvodnih poduzeća. Kao okosnica ovog rada istaknuta je izrada univerzalne X matrice. Pritom je objašnjen cjelokupni proces njene izrade i upotrebe, te istaknuto koliko je motivacija zaposlenika važan faktor za uspješno korištenje X matrice. Tokom početnog istraživanja provedena je detaljna analiza strategija u poslovnom okruženju, predstavljena su dva načina praćenja provedbe unaprjeđenja strategije – Balanced Scorecard i Hoshin Kanri te objašnjene njihove prednosti i nedostaci. Na primjeru Rover Grupe iznesen je tijek provođenja Hoshin Kanri metode te su identificirani problemi koji su pratili zaposlenike zadužene za provođenje tih promjena. Kao uzrok većine problema pokazao se nedostatak određenog alata koji bi uvelike mogao pripomoći praćenju i kvantificiranju trenutnog stanje te bi izrađena X matrica služila rješavanju tih problema.Strategy as an important factor in the business environment represents the difference between successful and unsuccessful companies. Most unsuccessful companies have a similar problem – they all believe that their business needs to focus on short-term problems and leave long-term strategy for marketing and financial departments. Unfortunately, such companies have little success on the markets that they are part off. The aim of this study is to explore, examine, identify and analyse benefits and possible disadvantages of different business improving methods for production companies. The focus of this study was creation of a universal X matrix. The whole process of development and usage was explained in detail and strong emphasis was pointed on how employee motivation is an important factor for the successful use of X matrix. During the initial research, detailed analysis of the strategies in the business environment was conducted and two ways of monitoring the implementation of improvement strategies were presented - Balanced Scorecard and Hoshin Kanri. Their advantages and disadvantages were identified and based on the detailed example of implementing Hoshin Kanri method in the Rover Group, different problems that accompanied the employees responsible for the implementation of the method were identified. The cause of most of those problems was the lack of specific tool that would help to efficiently track and quantify current status of change, which would made X matrix of great help in solving those problems