STRATEGIC PLANNING AND ITS IMPACT ON RESULTS

Abstract

Strategic planning is a structuring element of organizational management, guiding decisions, organizing priorities, and articulating objectives, resources, and processes in contexts marked by instability and competitiveness. This article aims to understand how strategic planning impacts organizational results in different business contexts, considering management practices, management tools, and institutional conditions. This is a bibliographic research, developed from the systematic analysis of books and scientific articles that address strategic planning, organizational performance, and results-based management. The discussion shows that the impacts of planning on results do not occur automatically, but depend on the coherence between formulated goals, monitoring mechanisms, and mediation exercised by leadership. It is observed that strategic planning contributes to greater predictability of performance by reducing improvisation, favoring the rational allocation of resources, and sustaining continuous evaluation and adjustment processes. The results indicate that the effectiveness of planning is associated with the ability of organizations to adapt to environmental changes, as well as the integration between strategy, organizational culture, and management practices. It can be concluded that strategic planning, understood as a dynamic process, enhances the consistency of results when linked to leadership, organizational learning, and systematic monitoring of actions.