The Role of Business Analysis in Strategic Planning: Discuss How Business Analysis Contributes to the Strategic Planning Process in Businesses

Mohammed Iberaheem

doi:10.55927/eajmr.v2i7.5174

Authors

Mohammed Iberaheem Indira Gandhi National Open University

DOI:

https://doi.org/10.55927/eajmr.v2i7.5174

Keywords:

The Role of Business, Strategic Planning, Business Strategy, Business

Abstract

This research paper aims to discuss the essential role that business analysis plays in strategic planning, primarily by focusing on how it helps organizations to understand their current position, envision potential future scenarios, and determine the best path forward to achieve their business objectives. The methodology of this study hinges on a comprehensive literature review and analysis of existing theories, models, and case studies pertinent to business analysis and strategic planning. The findings showed that organizations incorporating strong business analysis into their strategic planning process are more likely to achieve their objectives and gain a competitive edge. Furthermore, challenges that organizations might face in integrating business analysis with strategic planning and provides insights on how to mitigate them effectively. The paper concludes that business analysis is not merely an optional component but an indispensable aspect of strategic planning.

References

Grant, R. M. (2016). Contemporary strategy analysis: Text and cases edition. Wiley.

Müller, R., & Turner, R. (2010). Leadership competency profiles of successful project managers. International Journal of Project Management, 28(5), 437-448.

Sushil S. (2015). Strategic planning process: A perspective of business analysis. Procedia - Social and Behavioral Sciences, 189, 97-107.

Zwikael, O., & Globerson, S. (2004). Benchmarking of project planning and success in selected industries. Benchmarking: An International Journal, 11(3), 267-281.

Paulraj, A. (2012). Strategic planning and organizational performance: Evidence from SMEs. Journal of Business Research, 65(12), 1622-1629.

Kappelman, L. A., McLean, E. R., & Luftman, J. N. (2008). Assuring the benefits of business-IT alignment. MIS Quarterly Executive, 7(1), 1-10.

Porter, M. E. (1996). What is strategy? Harvard Business Review, 74(6), 61-78.

Chaffey, D., & Smith, P. R. (2017). Digital marketing excellence: Planning, optimizing and integrating online marketing. Routledge.

Lönnqvist, A., & Pekkola, S. (2015). Business architecture in strategic planning: A case study in the public sector. Journal of Enterprise Architecture, 11(2), 14-24.

Van Eeten, M. J., & Korsten, A. F. (2013). Public–private collaboration in national security management: A strategic management perspective. Public Management Review, 15(4), 546-567.

Filling, S., & Pohlen, T. L. (2007). Business analysis: The role of strategic planning. Journal of the International Academy for Case Studies, 13(3), 41-46.

Spender, J. C. (2014). Business strategy: Managing uncertainty, opportunity, and enterprise. Oxford University Press.

Swink, M., Melnyk, S. A., Cooper, M. B., & Hartley, J. L. (2011). Managing operations across the supply chain. McGraw-Hill/Irwin.

Davis, K. (2017). Strategic planning in nonprofits. In The Nonprofit Sector (pp. 153-174). Routledge.

Lapão, L. V., & Correia, A. (2015). A strategic planning approach for health services considering patient's safety culture. Procedia Technology, 16, 667-674.

Brink, A. G. (2010). A comprehensive guide to project management schedules. CRC Press.

Vermeulen, P. A. (2002). Designing strategic planning systems for complex organizations. Long Range Planning, 35(1), 49-70.

Warren, D. E. (2008). Business planning for turbulent times: New methods for applying scenarios. Earthscan.

Kogut, B., & Zander, U. (1996). What firms do? Coordination, identity, and learning. Organization Science, 7(5), 502-518.

Johnson, G., Scholes, K., & Whittington, R. (2019). Exploring corporate strategy: Text and cases. Pearson.

Mingers, J., & Willcocks, L. (2019). Social theory and philosophy for information systems. John Wiley & Sons.

Bourgeois, L. J. (2012). Strategic management: From concept to implementation. Wiley Global Education.

Chen, J. V., & McQueen, R. J. (2017). Strategic management theory and application. Sage Publications.

Shrivastava, P., & Grant, J. (1984). The strategic management of large engineering projects: Shaping institutions, risks, and governance. MIT Sloan Management Review, 25(2), 43-57.

Paulson, A. S., & Larson, A. (2006). A systematic review of the literature on business process change in the public sector. Total Quality Management & Business Excellence, 17(4), 489-508.

Vermeulen, P. A., & Barkema, H. G. (2001). Learning through acquisitions. Academy of Management Journal, 44(3), 457-476.

Hamel, G. (1991). Competition for competence and interpartner learning within international strategic alliances. Strategic Management Journal, 12(S1), 83-103.

Goold, M., & Quinn, J. (1990). The paradox of strategic controls. Strategic Management Journal, 11(1), 43-57.

Fiol, C. M., & Lyles, M. A. (1985). Organizational learning. Academy of Management Review, 10(4), 803-813.

Davenport, T. H. (2013). Process innovation: Reengineering work through information technology. Harvard Business Press.