According to (NAKAGAWA, 2013) about 64% of Brazilian cultural companies declare bankruptcy 5 years after its opening. Here we will discuss without pretending to exhaust the theme, managerial and organizational tools that aim to reduce your risk area of cultural companies, related to the internal and external factors of an institution.
As external factors we can list beyond the “relationship between supply and demand, suppliers and competitors” (PORTAL EDUCAÇÃO, [sd]), the context of socio-political and economic dynamics complex actions, and impact the planning of companies linked to the field. of culture. In this context it is necessary to note the difficulties and opportunities that the current dynamics offer us so that we can draw a strategic plan that takes them into account in the guidelines to be adopted by an organization.
Strategic planning is the main work tool for the cultural manager, with it we can take into account external and internal factors and, based on methodological support, direct the decision making of organizations seeking greater optimization of resources (human, material). and financial), and outline the action plans (CUNHA, 2018).
Strategic planning means the work of preparing and organizing plans and programs, having as its basic premise the set of methods and techniques that aim to rationalize the actions based on a mission, guidelines and established objectives. (WEDGE, 2018 pg. 23)
Its elaboration should address the diagnosis of institutional reality with regard to its internal and external environment. Institutional mission and vision of the future, with the formulation of objectives and expected results. Sustainability and lead times. The definition of strategies, and, finally, the guarantee of their implementation and evaluation (CUNHA, 2013).
This is a management tool, as there is no single methodology for its elaboration and development. The methodologies are differentiated, often complementary. Consideration should be given to the affinity with the proposed work process, the respect to the reality of each situation, and the size of the institution. As well as the use of methodologies that can encompass all the necessary experience of those involved, in a process of planning and institutional organization.
The development of strategic planning and the action plan associated with the work continuity process can be considered a classic model. Which brings a contemporary bias in taking into account the content developed, and especially the use of associated methodologies that are directed to works that respect differentiated, participative and collective processes of each institution and its participating members.
It is the role of the cultural manager to conduct the strategic planning processes in a participatory manner, using the appropriate tools to develop the action plan. An executive document, consisting of guidelines, programs and projects. It also defines and provides monitoring and evaluation tools.
Within an action plan, the guidelines have the function of guiding the organizational and continuous processes, with the intention of guaranteeing the efficiency in the professional performance. The programs are a set of interconnected actions, composed of cultural projects that are part of the planning logic. Through them it is possible to achieve short, medium and long term goals.
The action plan defines the strategic actions, guidelines, programs and projects. It is a practical and feasible document, which includes discussing its sustainability through the analysis of mechanisms diversification, funding sources, internal and external communication strategies, definition of monitoring process indicators, and evaluation system (CUNHA, 2018 ).
For the preparation of strategic planning and action plan, we can also use techniques and tools that can assist us in this task, such as the Swot matrix, mind maps, problem tree, Canvas, and design thinking.
The Swot matrix is a tool used to perform analysis of the internal environment, configured by strengths and weaknesses, and the external environment, composed of opportunities and threats. (SERTEK; GUINDANI; MARTINS, 2012).
Mind maps is a technique for finding solutions to problems in various areas of knowledge. We can define the mind map as a methodology that uses a visual technique to structure and organize thoughts and ideas. Mind maps are geared toward developing plans, projects, creating strategies, managing meetings by creating quick presentations, recording minutes of the meeting itself, and assigning tasks to the issues involved in the process (MUNHOZ, 2017).
The problem tree has as its definition what is the cause and what is the consequence of a problem that helps in its intervention process. It is the graphical representation of a problem situation (trunk), its main causes (roots) and the effects it has on the project (branches and leaves). Using the tree metaphor helps us visualize the construction phases of these work tools (PORTAL EDUCAÇÃO, [s.d.]).
Canvas is a business plan drafting model that allows good flexibility in viewing strategies. It's a quick way to think about every aspect of an institution. It is based on the structuring of a framework made up of various parts that integrate and visualize the entire structure.
Finally design thinking is an approach that focuses on multidisciplinarity, collaboration and tangibility of thoughts and processes; paths that lead to innovative business solutions (CUNHA, 2018).
The results are expected consequences after the execution of the planning and action plans. We must understand that for institutions to achieve their results, they depend on people, regardless of their size. The competence of managers is to be able to identify results that are aligned with the objectives, mission as identity that is based on ethical values, forward thinking, and that are measurable.
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[…] A balance between strategic outcomes (management by objectives) and the quality of the internal environment of the organization. Both should be guided by the repercussion of decisions on the conditions of trust and commitment of employees. (SERTEK; GUINDANI; MARTINS, 2012, p. 58)
The pursuit of results cannot destroy collective work, directly affect the team's mood, and especially break the climate of trust and commitment. When we talk about results, we must clearly position ourselves on the ethical principles that guide the mission and its values.
The results have a direct impact on society, affect people involved in the internal and external environment of the institution in which it operates. Therefore, they must be socially responsible. Therefore the importance of a virtuous cycle that should suggest a process of balance, and interconnection between the procedures of an organization (CUNHA, 2018).
Bibliographic references.
NAKAGAWA, Marcelo. Empreendedorismo: elabore seu plano de negócio e faça a diferença! São Paulo: Senac-SP, 2013.
CUNHA, Maria Helena. Planejamento estratégico de projetos e programas culturais. São Paulo: Editora Senac São Paulo, 2018. (Série Universitária)
Portal Educação: Analise dos Fatores Externos, São Paulo, [s.d.]. Disponivel em: https://www.portaleducacao.com.br/conteudo/artigos/administracao/analise-dos-fatores-externos/14505 Acesso em: 28 mai. 2019
CUNHA, Maria Helena. Planejamento estratégico e plano de ação – curso de formação de gestores públicos e agentes culturais. Rio de Janeiro: IFHT-UERJ/Secretaria de Cultura do Rio de Janeiro, 2013. Disponível em: . Acesso em: 28 mai. 2019.
SERTEK, Paulo; GUINDANI, Roberto; MARTINS, Tomas. Administração e planejamento estratégico. Curitiba: InterSaberes, 2012. (Série Administração Estratégica).
MUNHOZ, Antonio Siemsen. Ensinar e aprender com utilização de mapas mentais. Curitiba: InterSaberes, 2017.
ÁRVORES de problemas e objetivos. Portal Educação, São Paulo, [s.d.]. Disponível em: <https://www.portaleducacao.com.br/conteudo/artigos/esporte/arvores-de-problemas-e-objetivos/42842 >. Acesso em: 28 mai. 2019.
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Guilherme Faquetti
August 23, 2019
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