Initial Steps: Strategic Planning and Business Objectives

JAA's management recognized in 2008 that there were concerns with the annual strategic planning process because the board members typically did not attend such meetings. This impeded their ability to address the key strategic questions JAA faced, and did not create an environment that could generate fresh insights. Typically, the focus on short-term performance was failing to identify risks that threatened long-term objectives. Such short-term thinking also neglected to think about untapped business opportunities.

JAA decided to discard the annual process and replace it with a much more intense form of strategic engagement with management and the board. They are now devoting extra time at each board meeting to pressure-test the strategy in view of its progress and changes in critical variables. There is a strong communication process of this new strategy throughout the organization to both the internal and external stakeholders. JAA prides itself in doing this well under President Michael Menorix's leadership. Management knows who the stakeholders are and their needs and has established different communication channels with them as appropriate, including webinars, phone conference calls, town hall meetings, written media, and so on.

JAA's management is aware of the many pitfalls of strategic planning and has recognized the need to view risk and strategy as two sides of the same coin because it knows that the two are linked. The company aims to increase shareholder value and to address the needs of the other stakeholders through successful pursuit of the following strategic objectives:

• Maintaining market leadership

• Sustaining technology leadership

• Strengthening global presence

• Delivering quality service

• Being seen as a leader in compliance with all laws and regulations

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