Titre de série : | Mémoire FPL - Master Management Stratégique et Opérationnel | Titre : | Enjeux du diagnostic stratégique : cas de la SONAPOST - Burkina Faso. | Type de document : | texte imprimé | Auteurs : | Maïmouna ZOMA/TRAORE | Année de publication : | 2012 | Importance : | 110 p. | Langues : | Français (fre) | Résumé : | La présente étude sur : « Enjeux du diagnostic stratégique: cas de la SONAPOST »qui avait pour ambition de contribuer à l’application du diagnostic stratégique en entreprise, est une étude qualitative a visée descriptive.
Elle a utilisé comme méthodologie l’observation et l’analyse documentaire et a touché 1800 acteurs et partenaires de la SONAPOST.
Comme conclusions majeures, l’évaluation du plan stratégique 2004-2008 a mis en évidence l’absence d’implication des acteurs lors dudit diagnostic, et ses résultats ne sont pas arrimés à un plan opérationnel, rendant ainsi son évaluation difficile.
Le diagnostic stratégique 2012-2020 a montré les forces, les faiblesses, les opportunités et les menaces de la SONAPOST.
Abstract : This study addressed issues at stake following a strategic diagnosis at SONAPOST (The National Post office) and aimed to contribute to the implementation of strategic diagnosis in a corporate institution.
This descriptive and qualitative study used observational and documents review approach, and involved 1800 stakeholders and partners of SONAPOST.
As key findings, the evaluation of the Strategic Plan 2004-2008 highlighted the lack of involvement of stakeholders during the diagnosis, and that these results were not anchored into an operational plan, which made the assessment difficult.
The strategic diagnosis for the period 2012-2020 showed the strengths, weaknesses, opportunities and threats of SONAPOST. Analysis of the results demonstrated the added value of a strategic diagnosis to a company in terms of adaptation to the internal and control of external environments. Use of a participatory approach was key to stimulating discussions around the company and generated reliable results. Finally, anchoring of the results of strategic diagnosis in an operational plan would help solve problems identified by the strategic diagnosis and facilitate monitoring of results. Based on these results the following recommendations were made: prioritize an external rather than an internal consultation, which involves the recruitment of independent consultants 1); ensure the participation of key internal and external stakeholders, including customers and partners 2); stimulate productive discussions around the results through workshops and retreats to ensure the reliability of the conclusions 3); require anchoring of the results in an operational plan to facilitate implementation 4).
It is work considering a plan for another study with focus on strategic planning to better explain the relationship between results of strategic diagnosis and an operational plan |
Mémoire FPL - Master Management Stratégique et Opérationnel. Enjeux du diagnostic stratégique : cas de la SONAPOST - Burkina Faso. [texte imprimé] / Maïmouna ZOMA/TRAORE . - 2012 . - 110 p. Langues : Français ( fre) Résumé : | La présente étude sur : « Enjeux du diagnostic stratégique: cas de la SONAPOST »qui avait pour ambition de contribuer à l’application du diagnostic stratégique en entreprise, est une étude qualitative a visée descriptive.
Elle a utilisé comme méthodologie l’observation et l’analyse documentaire et a touché 1800 acteurs et partenaires de la SONAPOST.
Comme conclusions majeures, l’évaluation du plan stratégique 2004-2008 a mis en évidence l’absence d’implication des acteurs lors dudit diagnostic, et ses résultats ne sont pas arrimés à un plan opérationnel, rendant ainsi son évaluation difficile.
Le diagnostic stratégique 2012-2020 a montré les forces, les faiblesses, les opportunités et les menaces de la SONAPOST.
Abstract : This study addressed issues at stake following a strategic diagnosis at SONAPOST (The National Post office) and aimed to contribute to the implementation of strategic diagnosis in a corporate institution.
This descriptive and qualitative study used observational and documents review approach, and involved 1800 stakeholders and partners of SONAPOST.
As key findings, the evaluation of the Strategic Plan 2004-2008 highlighted the lack of involvement of stakeholders during the diagnosis, and that these results were not anchored into an operational plan, which made the assessment difficult.
The strategic diagnosis for the period 2012-2020 showed the strengths, weaknesses, opportunities and threats of SONAPOST. Analysis of the results demonstrated the added value of a strategic diagnosis to a company in terms of adaptation to the internal and control of external environments. Use of a participatory approach was key to stimulating discussions around the company and generated reliable results. Finally, anchoring of the results of strategic diagnosis in an operational plan would help solve problems identified by the strategic diagnosis and facilitate monitoring of results. Based on these results the following recommendations were made: prioritize an external rather than an internal consultation, which involves the recruitment of independent consultants 1); ensure the participation of key internal and external stakeholders, including customers and partners 2); stimulate productive discussions around the results through workshops and retreats to ensure the reliability of the conclusions 3); require anchoring of the results in an operational plan to facilitate implementation 4).
It is work considering a plan for another study with focus on strategic planning to better explain the relationship between results of strategic diagnosis and an operational plan |
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