Gelinas Marc A
Oncology Associates, Inc., Southlake, Texas 76092-5800, USA.
J Oncol Manag. 2003 May-Jun;12(3):11-4.
Strategic planning is a systematic process through which an organization builds commitment among key stakeholders to goals and priorities which are essential to its mission and vision, and responsive to the operating environment. Strategic planning is the first step in a comprehensive planning process that also includes business planning and implementation planning. If all three steps are carried out in sequence, strategic planning can be a very effective means of educating the stakeholders about where the cancer program is and where it is going, gaining support and commitment for the direction that the cancer program will take, and assuring that everyone's expectations can be managed effectively. Unfortunately, some organizations and cancer program leaders misunderstand the process. Too often, strategic planning is used as a stand-alone activity. This article will describe what strategic planning is, how it should smoothly lead into business planning and implementation planning, and how to avoid the pitfalls that sometimes arise during the strategic planning effort.
战略规划是一个系统的过程，通过这个过程，组织在关键利益相关者中建立对目标和优先事项的承诺，这些目标和优先事项对其使命和愿景至关重要，并能响应运营环境。战略规划是全面规划过程的第一步，该过程还包括业务规划和实施规划。如果按顺序执行所有三个步骤，战略规划可以成为一种非常有效的手段，用于让利益相关者了解癌症项目的现状和发展方向，获得对癌症项目将采取的方向的支持和承诺，并确保每个人的期望都能得到有效管理。不幸的是，一些组织和癌症项目负责人误解了这个过程。战略规划常常被用作一项独立的活动。本文将描述什么是战略规划，它应如何顺利地过渡到业务规划和实施规划，以及如何避免战略规划过程中有时出现的陷阱。
