The purpose of this Master's Final Work (TFM) is to study Sogrape's Integrated Cycle of Strategic Planning and Execution, subsequently presenting a critical appraisal and suggestions for improvements. The objective is to detect the importance of the existence of an integrated Strategic Planning and Management Control for the holistic performance of an organization. For this, the method used in this work is purely qualitative, having been carried out three interviews with individuals with responsibilities at the level of Management Control and Strategic Planning. Sogrape becomes a great case study, since it not only privileges strategy and its control, but because it triggers the implementation of current and pertinent methodologies to the study, such as the OKR methodology (Doerr, 2018), Business Purpose (British Academy, 2020), as a strategic basis and also because it puts into practice a restructuring of organizational design. Sogrape's Strategic Planning and Management Control Departments had a central and intrinsic role in the conjecture of implementing these new methodologies, having undergone changes themselves, and even those who were the main drivers of the implementation of new processes. It was concluded that the separation of the two departments under study allowed for a greater specificity of tasks for each one and, therefore, greater specialization and clarity in organizational terms. In addition, their close cooperation, both physically and operationally, with sharing of inputs on certain tasks and processes, allowed the existence of a joint participation in the production of certain documents relevant to the organization and which deserved the collaboration of the two departments. In fact, both have different know-how, but they are valid and important for making these types of decisions at the strategic and operational level. In this way, it is possible to perceive in a denotative way ix the advantages of the specialization of tasks by the departments being shared, but also the benefits of the existence of collaboration between both. However, and in a critical perspective elaborated throughout this dissertation, it was found that Sogrape presents a holistic strategic base with still too many attributes and processes, which makes the company more complex and bureaucratic, and puts in doubt one of Sogrape's great objectives that identifies with the one looking for increased agility. In order to fill these less positive points detected, finally, some suggestions for improvement were listed that could be implemented in the real context to improve the efficiency of processes with regard to the context of Sogrape's strategic planning and execution.
|Date of Award||19 Jul 2021|
- Universidade Católica Portuguesa
|Supervisor||Luís Manuel Dionísio Marques (Supervisor)|
- Strategic planning
- Control management