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Strategic Planning throughout Generations

October 11, 2011

It often happens that policies and especially the strategic planning are issued under the pressure of uncertain events or of those being in full changing. Even the geographic space of reference is limited to the close neighborhood. As a result, the strategic decisions suffer from an acute provincialism and become very soon obsolete in time. The situation is amplified particularly when, by the means of some questionnaires, the policy-makers consult various socio-economic actors on the respective strategic problems.

It has been found that the strategic decisions alteration depends especially on the generation whom the policy-makers belong to. There were generations that continued the policies of the previous generations, as well as there are generations that aggressively dealt with the former results. It is well-known, for example, the request of the generation after 1989 to destroy the Danube-Black Sea Canal. Thus, for each generation, to live means a vector of two-dimensional activity: to receive what the previous generations have already lived (ideas, values, institutions etc.) and to let free their own spontaneity (J.O.y Gasset). They can ascertain that the strategic planning should take into consideration long time horizons and deep incursions in the past. In other words, the objectives and strategic criteria going through more generations should be identified, that is to discover the invariants to be taken into account when issuing development policies in the future.  Such invariants are primarily based on human needs, among which, sustainable mobility, safety, comfort, welfare are essentials.

By means of these fundamental harmonics, the variations specific to each generation interact, so that it should avoid the risk to get tied up in the local and acute requests of the logistics actors. On the other side, there are objectives and projects that may be carried out along many generations and in such cases it is necessary to harmonize the strategies and concepts specifical to each generation. There is not a simple application of subsidiarity, but to know the strategic coherence of the tendencies on long term, to define the strategic objectives, to build the institutions, the models and adequate methods of the strategic planning.

There is to solve at least the following problems:

–          the identification and characterization the generation of policy-makers;

–          the completion of the data-bases with comparable data from different periods of time;

–          the identification of strategic objectives in the past and of the specific correlations;

–          the achievement of some new socio-economic patterns that may exceed the domains strictly technical, entering more into social;

–          the prognosis of the human needs and of the future objectives.

Through a sociologicmatrix there can be visualized the logistics connections among logistics actors xj from X: the infrastructure administrators, operators, forwarders, logistics centers, producers, consumers, and wholesalers, retailers, including public authorities on local, national and European level. The set of values on each row Si of the matrix describes the links between the user i and the other users j=1,…, n, that can be geometrically represented by an Si simplex. The simplexes Si, i=1, …, n are forming a simpliceal complex KXlog of the logistics links defined on the set X. Thus it is modelling the structural links among the logistics actors.

Similarly, we can define the simplicial complex KXaffinity that express the mentality and concepts of generations the users belong to, including the policy-makers. Building a patterm of polyhedraldynamics on the simplicial complexes having variable connectivities in time, it may be established an ordered simplical dynamics through which they can planify, implement and estimate development strategies of the system in a certain area, taking into consideration a strategic reference (EU) and utilizing certain institutional instruments.

The dynamicity of patterns and models is influenced by the evolution of the generation’s mentality that issue the strategic planning, mentality that is training by teaching, but that can be corrected also by some rules settled up at a superior decision level. A decision referring to the n-dimensional decisional model can be correctly issued within a (n+1)–dimensional space (for example, Romanian transport networks towards TEN-T), namely it is necessary to increase the decisional geometry in order to avoid the effect of lampadar, the decisional provincialism.


From → Mgmt & Org

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