Planejamento estratégico, gestão estratégica: modelos para MB Identificação de fatores facilitadores e inibidores do planejamento estratégico O caso do Centro de Projetos de Navios

Abstract

Strategic Planning (SP) is characterized by a set of concepts, procedures, tools and practices designed to help institutions, whether public or private, to achieve results efficiently and effectively. It is based on previously outlined scenarios, with the objective not only of avoiding surprises, but also of promoting a strategic alignment between what is desired by the organization and the results to be achieved. There are several ways to structure the strategic planning. However, some steps are addressed by all authors, such as the strategic direction, the strategic diagnosis, the strategic design, implementation, and control of the SP. In addition, there are some peculiarities that differentiate the public from the private sector. For companies, economic and financial goals overcome social ones, as the capital gain is the criteria for its performance. On the other hand, public institutions have a mission that is based on the fulfillment of their duties, intervening in basic aspects of strategic interest or national security. The goals of this type of organization are not intended to compete with the ones from other public institutions. The Brazilian Navy has adopted some entrepreneurial attitudes in its management, and its existence depends on serving public purposes and satisfying the various stakeholders. However, the number of stakeholders and their satisfaction criteria can take an organization in several directions. The key to success, therefore, is to identify and build strategic capabilities to produce the greatest public value for key stakeholders at a viable cost. An appropriate Strategic Planning for the institution helps to solve possible problems, maintaining adequate flexibility in terms of goals, policies, strategies and processes. In this scenario, despite the evident advantages provided by SP to organizations, it is still difficult to implement it, due to the dynamic and complex environments, such as those of a Military Service Providers Organization (MSPO). Thus, the factors that facilitate and inhibit the process of implementing and executing the SP emerge, as a promising tool to mitigate resistance and increase motivation, directly reflecting on the monitoring, evaluation and control of the process. Therefore, the present work presents a case study of the main facilitating and inhibiting factors of SP for the organization called Center of Ship Projects (CSP), with the objective of identifying points of improvement, and possible solutions and proposing lines of action that can be within the scope of the Military Service Provider Organizations in the MB. The exploratory research uses a survey adapted to the naval military environment as a data collection instrument, and the population is made up of officers, sergeants, civilian employees and sailors. Among the main results obtained with this study, it is evident that the strategic planning of the institution is still carried out in a bureaucratic manner, showing weaknesses in the application of this tool to improve organizational performance, especially in the lower positions, affecting a good part of the technical and operational base of the organization. Finally, it is clear that monitoring these factors is presented as an essential tool for a really effective implementation of the SP, and can be used by the entire Navy as part of its strategic alignment.