10-1 Final Project Submission PAD 631

Destiny Nance

Southern New Hampshire University

PAD 631

January 3rd, 2022

Program Success

For the most accurate assessment of a program's efficacy, it's important to consider both quantitative and qualitative indicators. Important quantitative metrics can be applied to the overall success of an organization in both the public and commercial sectors. All of these organizations, whether or not they are for-profit enterprises, employ budgets to guide their operations and guarantee that their objectives are realized. In addition, these establishments owe money to those who care about them, and meeting this commitment depends on their willingness to be transparent with their finances. Organizations owe it to their investors to be responsible stewards of the money they have been entrusted with (Johanson & Vakkuri, 2019). Last but not least, profit is essential for the proper operation of public, non-profit, and other sectors. Meanwhile, private sector business activity should be given greater weight in accounting policies and procedures. Businesses may more closely monitor and manage cash flow, as well as raise capital in accordance with operational needs, thanks to this.

Participation

Participant adaptability has been identified as a key success factor in the reengineering processes at these three organizations. One way in which a business can become closer to its consumers and other stakeholders is by being flexible enough to adopt new strategies in response to the ever-evolving nature of the competitive landscape. Even if it doesn't result in the optimal form for strategic planning, adapting to a situation can help steer performance and reorganize a business's internal mechanisms to better serve a certain goal (Bryson et al., 2018). This change must occur throughout the entire organization, not just in a few select areas.

Program Reengineering

The City's vision work (Albany 2030) is a great resource for public and non-profit organizations looking to reengineer their operations. The City's strategic plan was developed in stages, as described in the analysis, with the aim of eliciting process-oriented data from relevant parties. The city used this data to develop concrete tools that would later serve as the basis for easy deployment. The City's long-term plan of action, or vision, extends out to at least the year 2030. The ideal requires easy solutions for difficult issues (Bryson et al., 2018). They kept growth costs under control by using benefit-cost analytics throughout the planning process.

Overcoming Constraints

All three of these businesses rely heavily on competent strategic management to stay competitive in their respective industries. Each company exemplifies the best practices of strategic management. The firms' capacity to adapt to new circumstances and remain competitive was largely attributable to their use of the strategic management cycle. The previous conversations show that Google, under the leadership of its revolutionary CEO, has positioned itself strategically to remain at the forefront of the mobile market for longer periods of time. Google has a monopoly on internet search engines, but this does not hold true for mobile devices (Ding et al., 208). The company may be able to gain significant market share in the future if its products are as accessible on mobile devices as they are on desktop computers.

Organizational Success

Management theory and practice have long established a connection between efficient management and efficient performance indicators. It is essential that performance indicators be similar for them to be useful. These contrasts are useful for assessing an organization's performance, spotting performance patterns over time, and advancing strategic objectives (Bryson et al., 2018). The Government Performance and Results Act of 1993 (GPRA) established and informed the requirements for performance measurements used by federal agencies to ascertain the degree to which individual divisions or components were successful in achieving their respective missions. In response to this need, the concept of benchmarking emerged.

Customer Service

In order to thrive, a company must focus on satisfying its customers. Buyers shouldn't be viewed as mindless automatons. Customers are not limited to those who make purchases; the term "customer" is purposely broad. Any service a customer receives is guaranteed to be excellent (Ding et al., 2018). This mandates that businesses establish, publish, and continuously enhance their customer service standards.

Boundary Limitations

Internal boundaries can be a major stumbling block to the successful implementation of a plan if they exist within an organization. Hence, it is crucial to promote a collaborative atmosphere when numerous internal stakeholders are engaged in the implementation of a strategy plan. Using performance indicators to recognize the achievements of individual departments is crucial for creating a culture in which everyone feels valued. Thus, this may cause conflict across departments, which in turn may enhance the amount of collaboration and interaction towards a higher goal (Bryson, 2018).

References

Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations a guide to strengthening and sustaining organizational achievement. Hoboken, NJ: John Wiley & Sons.

Bryson, J. M., Edwards, L. H., & Van Slyke, D. M. (2018). Getting strategic about strategic planning research.

Ding, Z., Huang, K., Jiang, J. H., Xu, D., & Zhu, B. (2018). U.S. Patent Application No. 15/890,441.

Johanson, J. E., & Vakkuri, J. (2019). Strategy and Performance. In Strategy Formation and Policy Making in Government (pp. 163-186). Palgrave Macmillan, Cham.