1. Wahid’s philosophy- The examined & careful consideration of strategic planning against
business planning
Summary: “Wahid philosophy” Exposed the Strategic planning is indeed different from
business planning. Strategic plans are the path maps that guide an organization forward,
answer questions about task and value as well As what results the organization wants to
achieve in the area of program, management or operations, Sustainability and authority.
A strategic plan should determine organizational priorities, set way and establish goals. A
business plan will contain program operating particulars. Service delivery, production or
activity goals enclosed in the business plan should come from a strategic planning
progression connecting the organization’s management,
Author avowal: this article “Wahid philosophy “I have include some preliminary and
essential information’s that introduced about the strategic planning and business planning
idea of readers, learners and businessman, this article also explained my philosophy about
the business planning and strategic planning. As a financial consultant my viewpoint that the
strategic planning set the foundation followed by business planning to spell out the
operational planning,
Introduction: business planning is a more successful tool than usual strategic planning
because it focuses an organization more effectively on the factors that interpret into
assessable results and success. A good business plan services the organization to produce,
Prioritize, and match these vital components, so that the plan has a greater possibility of
being successfully implemented,
Business review:
Business review explained the organization, business project or product, reviewing its
purpose, management, operations, marketing and finances. Every category of business plan
requires analysis, careful assessment of all known factors, and analytical potential results of
special options that are open to the company
What is strategic planning?
Strategic planning decides where an organization is going over the next year or more, how
it's going to get there and how it'll know if it got there or not. The focal point of a
strategic plan is usually on the entire organization, while the focal point of a business plan is
usually on a particular product, service or program
Why Do a Business Plan?
Business planning is an efficient and official advance to accomplishing the planning,
coordinating, and control responsibilities of management. It involves the growth and purpose

2. of: long-range objectives for the project; Business plans become visible in many special
formats, depending on the consultation for the plan and difficulty of the business. However,
most business plans a business plan is often prepared when:
1. Opening a new organization, business venture, or product. Or
2. Growing, acquiring or improving any of the above.
There are numerous benefits of doing a business plan, including:
1. To identify a problem in your plans before you implement those plans.
2. To get the commitment and participation of those who will implement the plans, this leads
to better results.
3. To set up a roadmap to compare results as the venture proceeds from paper to reality.
4. To accomplish greater profitability in your organization, products and services all with
less work.
5. To achieve financing from investors and financer.
For these reasons, the planning process often is as useful as the business plan document
itself
When Should Strategic Planning needed:
An organization has been around for lots of years and is in a reasonably established
marketplace, then planning capacity be accepted out once a year and only positive parts of
the planning process, like dealings planning - objectives, responsibilities, time lines, budgets,
and so on are efficient every year. Due to the following procedure or purposes Strategy
planning is needed in organizations,
1. Clearly define the purpose of the organization and to establish rational goals and
objectives constant with that mission in a clear time frame within the organization’s
capacity for achievement.
2. Communicate those goals and objectives to the organization’s constituents.
3. Develop a sense of ownership of the plan.
4. Ensure the most successful use is made of the organization’s possessions by focusing the
possessions on the key priorities.
5. Provide a base from which progress can be measured and establish a method for informed
change when needed.
6. Listen to everyone’s opinions in order to make agreement about where the organization is
going.
Understanding Strategic Planning
There are a mixture of perspectives, models and advances used in strategic planning. The
way that a strategic plan is developed depends on the nature of the organization's

3. leadership, ethnicity of the organization, difficulty of the organization's environment, size
of the organization, expertise of planners, etc. like a mixture of strategic planning models,
including goals-based, issues-based, organic, scenario some would avow that situation
planning is more of a technique than model.
1. Goals-based planning is probably the most common and starts with focus on the
organization's mission, goals to work toward the mission, strategies to achieve the goals,
and action planning,
2. Issues-based strategic planning often starts by examining issues facing the organization,
strategies to address those issues and action plans.
3. Whole strategic planning force start by articulating the organization's vision and values,
and then action plans to achieve the vision while adhering to those values. Some planners
prefer a particular approach to planning,
Some plans are ranged to one year, many to three years, and some to five to ten years into
the prospect. Some plans take in only top-level information and no action plans. Some plans
are five to eight pages long, while others can be considerably longer.
In addition: The sizes of the organization, differences in how organizations carry out the
planning activities are more of a matter of the nature of the participants in the
organization than its for-profit/nonprofit status. Strategic planning is the most common
form of strategic planning. But issues-based planning is also a very popular approach to
strategic planning an approach still too-often forgotten.
Other reasons include that strategic planning:
7. Provides clearer focus for the organization, thereby producing more efficiency and
effectiveness.
8. Bridges staff/employees and the board of directors (in the case of corporations).
9. builds strong teams in the board and in the staff/employees (in the case of corporations).
10. provides the glue that keeps the board members together (in the case of corporations).
11. Produces great satisfaction and meaning among planners, especially around a common
vision.
12. Increases productivity from increased efficiency and effectiveness.
13. Solves major problems in the organization.
Purpose of Strategic Planning
The use of strategic planning in higher education has improved appreciably. Resource
constraints and a lively worldwide situation necessitate considerate, strategic philosophy to
be fixed in the decision-making process of a university, at all levels. Particularly, the reason
of strategic planning is to:
1. Assist people identify the association over the next 20 plus years
2. Produce a directional article, to lead although not warning future chances
3. Permit the university to support strategic objectives with economic and human wealth

4. 4. Supply an instrument to frequently assessment and make sure brilliance in education,
examine and outreach
Always First Do "Plan for a Plan"
As well a lot, planners skip into the planning procedure by reviewing the organization's
assignment or then establishing a idea and targets to achieve in the future. as a substitute,
planners should always set up by doing a "plan for a plan." When planner skip this step, they
too often create a plan that is not applicable to the organization, idealistic to apply, and
nonflexible to the traditions and restrictions of the organization.
Strategic Analyzing External and Internal Environments
A common complaint about strategic plans is that they are just "to-do" lists of what to
achieve over the next few years. Or, others protest that strategic planning never seems to
come in handy when the organization is faced with having to make a not easy, major decision.
Or, other complains that strategic planning actually doesn't help the organization face the
future. These complaints arise because organizations fail to conduct a systematic strategic
analysis as part of their strategic planning process. Instead, planners decide to plan only
from what they know now. This makes the planning procedure much less strategic and a lot
more deduction. Strategic analysis is the heart of the strategic planning process and should
not be ignored.
.
The Strategic Planning Process:
Strategic planning became an intentional process in which top executives occasionally would
prepare the firm's strategy, and then write it down the organization for accomplishment.
The following is a flowchart model of Strategic planning process:
The Strategic Planning Process = Mission > Objectives > Situation Analysis > Strategy
Formulation > Implementation > Control
This procedure is most appropriate to strategic management at the business item level of
the organization. For large corporations, strategy at the business level is more anxious with
running a portfolio of businesses.
STRATEGIC PLANNING AGAINST BUSINESS PLANNING:
01. Strategic planning: Strategic planning determines where an organization is going over
the next year or more, how it's going to get there and how it'll know if it got there or not.
The focus of a strategic plan is usually on the entire organization,
Business planning: Though the center of attention of a business plan is usually on a
particular product, service, or program

5. 02. Strategic planning: An organization's strategic planners already know much of what will
go into a strategic plan but, development of the strategic plan greatly helps to clarify the
organization's plans and ensure that key leaders are all "on the same script". Far more
important than the strategic plan document, is the strategic planning process itself.
Business planning: An organization's strategic planners already know much of what will go
into a strategic plan too a business plan is about money. It outlines the strategies that the
organization will use to move others to spend money donations contracts, memberships, and
product sales. Successful nonprofits in the future need to determine how their own abilities
will generate sufficient money.
03. Strategic planning: The Strategic plan guides mission fulfillment by articulating goals,
action steps, and resources.
Business planning: In contrast, “A business plan is typically focused on the actions and
investment necessary to generate income from a specific program or service.
04. Strategic planning: The Strategic planning might start by articulating the
organization's vision and values and then action plans to achieve the vision while adhering to
those values. Some planners prefer a particular approach to planning, like as grateful
inquiry. Some plans are scoped to one year, many to three years, and some to five to ten
years into the future. Some plans include only top-level in sequence and no action plans
Business planning: A business plan, by evaluation, shows how an organization will coordinate
tasks to deliver on its goals and include great detail about time frames and roles, usually for
a one year Period. It is equivalent to what many nonprofit capacity builders would identify as
a “work plan.
05. Strategic planning: A strategic plan is a document that is primarily intended to be used
internally by the organization, to guide itself. In some cases, in fact, in many cases the
strategic plan is never seen by anyone outside the organization. It often contains
information about organizational strategy that a company might not want in the hands of its
competitors
Business planning: A business plan, on the other hand, is typically meant to be used to
explain others. For example, if a company needs to draw investors, the investors will want to
have assured in sequence about the company before they entrust to investing. They surely
will want present financial in sequence, and they will want to know where the company
expects to get revenues in the prospect, its market, and so on. A bank looking at giving a
loan to an organization will want similar information.
06. Strategic planning: Strategic planning is a high level process which deals with
establishing the Vision and Mission of the organization, its Values, key Objectives and Focus
Areas, and Key Performance Indicators. If this is done well, there will usually only be minor
tinkering as the Plan is revisited and revised each year

6. Business planning: A business plan will have an operational plan for each function as well as
the financials and will produce lower level objectives and action plans which tie back into the
Strategic Plan. Specific Key Performance indicators will be developed for each functional
area
At a quick look- Strategic planning against business planning:
giant picture philosophy about the social and managerial prospect, and decisions about how
to understand an organization’s mission with exact goals, objectives, strategies, and
resources and involve stakeholders in the procedure in opposites Operationalization with the
purpose to ensure financial success, guide performance, and ensure sustainability of the
organization or venture as a vehicle for achieving larger goals
01. Strategic planning: Vision and Mission or desired future state and organizational
purpose external and internal future may be articulated
Business planning: Definition of the venture - identifying programs, products, operational
activities and the impact
02. Strategic planning: Goals, objectives, theory of change - long-range outcomes,
intermediate outcomes, and intentions for the impact these actions will have in advancing a
desired future
Business planning: Staffing and management structure, roles and responsibilities - including
relevant experience, skills, and accomplishments
03. Strategic planning: Program plans -action strategies that are likely to be effective and
are well-suited for the organization to advance vision/mission
Business planning: Financial requirements initial capital, cash flow, restricted revenue,
recordkeeping for different sources
04. Strategic planning: Resource development - policies, principles, and practices for
generating revenue that are well-matched to the goals and values.
Business planning: Revenue projections - break-even point, profitability, reinvestment or
reserves
Conclusion: my philosophy there is not one successful that doesn’t plan and work, strategic
planning purely as a matter course. Surely it should be all over the organizations. The
business plan is much more money driven. a strategic plan doing a lot more about the
population, dream, and absolutely about how to bring in funds. But in the business plan, the
market research is quite different and much more listening carefully on specific products,
and exact services. It’s in some ways more general, in some ways more inclusive.
About The Author:

7. Mohammad Wahid Abdullah Khan (MBA, CPFA, CPIA, CFC)
Dhaka, Bangladesh
Home Page: http://wahidbd.page4.me
MOHAMMAD WAHID ABDULLAH KHAN Dhaka, Bangladesh, is a PhD Candidate in
"Criminal Psychology" as well he is “freelance Author, online columnists, Human
psychoanalyst, industrial psychotherapist, Certified Financial Consultant, & Certified
Forensic Accountant, too dynamic entrepreneur, utilize creativity leadership and teamwork
to design and execute solutions that creates customer value.
Moreover Mr. Khan is CEO & Certified Consultant of” Wahid & co, Wak Business Solutions,
Wak Business Support, “Wam Associates” & leader of the” Wahid Consulting Group”; Prior
to consultancy Mr. Wahid has fulfilled more than 14 (fourteen) years working in various
fields of Business like - Accounts, Finance, Auditing (Internal & External Audit), Project
budgeting and Project costing related positions in some of the largest group & join venture
companies in Bangladesh. Which experience encouraged him to work as a “professional
consultant” from a few years,
Mr. Khan is realistic and implements his assignment within the bounds, objectives and
capabilities of the organization. His extraordinary quick understanding of strategic options
helps find direction and supports management in decision making. He has a “doer” attitude
and gets things done on the technical and functional side. As a “Consultant” Mr. Wahid
believe that his study & physiological motivation is very strong, as well my confident level is
high & my quantitative skills are well-built also he is crystal clear about my every single goal
which helped me to be a very tough contestant “Consultant” in the business consultant arena
Professional Membership:
• Associate Member – Institute of Management Consultants Bangladesh (IMCB)
•Member- Association of Proposal Management Professionals® (APMP®)
• Member – The Next level Purchasing Association.
•Member- The Chartered Institute of Personnel and Development (CIPD)
• Member - The Professional Risk manager’s international Association (PRMIA)
• Affiliate Member- Global Association of Risk Professional (GARP)
• Member - The International Association of Risk and Compliance Professionals (IARCP)
• Lifetime Member - Dragon fire martial arts association “International” (DFMAA)
• Individual Member: License Logic LLC
• Associate Membership - The American Psychological Association (APA)

8. • Member - The Global Community of Information Professionals