La Planificación Estratégica es una Contradicción

Cuando nos enfocamos en la actividad de la planificación empezamos anclados en la organización de
hoy (1) y extrapolamos hacia el futuro cargados de todas sus limitaciones y restricciones. De este
modo, llegamos a la organización futura incremental (2) no muy diferente a la actual. Por eso, a
menudo la “estrategia” enfocada desde esta perspectiva de la planificación falla. Hacer planificación
no es lo mismo que hacer estrategia y la “planificación estratégica”, por tanto, es una contradicción
en términos.

Representación Gráfica de la Planificación



La estrategia, en cambio, debería empezar justo al revés. La imagen de la organización futura (3) se
convierte en la meta, sin importar dónde estemos hoy, lo cual se convierte en la organización de
ayer (4). El proceso mental de hacer estrategia es justo el inverso al de hacer planificación.
Empezamos con la imagen futura de la organización, liberados mentalmente de sus limitaciones y
restricciones actuales, y determinamos qué es lo que tiene que cambiar para que la imagen se
convierta en realidad.

Representación Gráfica de la Estrategia

I have just returned from a very successful business trip to Egypt on behalf of one of my fast-growing, Irish-owned exporting clients. Egypt is a country that has had its fair share of economic and political turmoil since 2011 including a revolution, a new constitution, a military coup and a shock currency devaluation. Its capital, Cairo, is a sprawling megalopolis with some 20 million people living in its greater metropolitan area that is at once chaotic and exhilarating. Cairo is also the secular cultural heart of the Arabic speaking world in terms of culture, television and film, and a result, the Egyptian dialect of Arabic is the most widely understood within the Arab world.

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The Brexit rollercoaster continues. Theresa May has been succeeded by Boris Johnson in the UK premiership.

At the time of writing it appears that we are entering a new period of extreme political brinkmanship with three months to go to the October 31st deadline. What the outcome will be is anyone’s guess in this moment of volatility and uncertainty. However, one thing that we can be sure about in Ireland, whatever the outcome of the Brexit process, is that stability and certainty on the future trading relationship with the United Kingdom is very far off. Consequently, we must accelerate our plans and actions as business people to mitigate the worst effects of Brexit and to ensure that our businesses can survive and thrive into the future.

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In the nineteenth and twentieth centuries, companies tended to conduct most, if not all, their business in-house. The Ford Motor Company famously owned the plantations to that provided the rubber needed for its car tyres as well as iron ore mines and steel making capability for its body panels and components.  (supply-chain-consultant)

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In my career over the last twenty years or so as a consultant, speaker, and author, I have had the opportunity to visit and work in over twenty different countries across five continents including places as diverse as China, India, Croatia, and Uruguay. This experience has been tremendously enriching for me professionally and personally. Furthermore, it has enhanced my reputation in the eyes of my clients as a business consultant who understands and appreciates the practicalities and complexities of running business operations across international borders.

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The strong export ties between the United Kingdom and Ireland have been a major economic driver for both countries. Not  only is the United Kingdom  one of the biggest export partners of Ireland – buying a total of €15 billion worth of goods in 2016  plus 50% of the country’s exported beef and 42% of its food and drink – but UK is Ireland’s only land border in EU, and vice versa. In fact, some 80% of the Irish road freight that reaches mainland Europe passes through the UK.

Those factors alone make UK-Irish trade a unique relationship. However, looming Brexit looming, there are critical border issues and challenges that are expected to disrupt this trading relationship and force Irish exporters to rethink their supply chain operations.

Yet, despite the potential supply chain upheaval Brexit could cause, a large majority of Irish export companies are yet to develop mitigation strategies.  According to reports, two-thirds of Irish exporters are still unprepared for the impending withdrawal of the UK from EU and have not put any countermeasures in place to mitigate Brexit risks. Of these companies, 23% said the lack of information on alternative markets to the UK as the main obstacle to identifying and establishing a foothold in new markets.

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Global Trade in Fresh Produce – Challenges and Trends.
The global fresh produce market has been growing steadily. In 2016, market research provider Euromonitor International reported that the global demand for fresh food increased by nearly 3% over global demand in 2015. This was in line with Compound Annual Growth Rate of 3% achieved over the 2011-2016 review period.

The growth of this market is also supported by a separate report from, which forecasts that the global fresh produce market will grow at a CAGR of 3.01% from 2017 to 2021.

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21st Century Warehousing: Strategy and Operation

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