evaluation and research, an organization should be discovery threats and opportunities in the environment. In contrast, find out the strengths and weaknesses of the organizations. It relates SWOT model.
另一方面，战略必须适应组织环境的变化，保持竞争力，并且应该是可行的。该模型主要强调对影响组织和内部情况的外部情况（如经济、技术或政治）的评估。基于评估和研究，一个组织应该发现环境中的威胁和机遇。相反，找出组织的优势和劣势。它涉及SWOT模型。
For example Walkman – a famous brand of Sony, in spite of its earlier success, but now no longer popular because less design and functions compare with other brands such as Apple, Creative. Besides, a company delays in introducing new products. Thus the company could not adapt quickly to the fast changing external environment characterized by a rapid change in technology and customer needs.
例如，随身听——索尼的一个著名品牌，尽管早期取得了成功，但现在不再流行，因为与苹果、创意等其他品牌相比，它的设计和功能更少。此外，一家公司延迟推出新产品。因此，公司无法快速适应以技术和客户需求快速变化为特征的快速变化的外部环境。
Planning school is a member of the prescriptive schools and a strategy formulation also mention as a formal process. The principal of this school has a separation between strategy formulation and strategy implementation. The planning school agree with almost the premises in the design school. In this school, strategy results from a controlled, conscious process of formal planning, decomposed into distinct steps, each delineated by checklist and supported by techniques (Shekhar, 2009). The leader will take the responsibility of the whole process based on the formulation. Therefore the strategy may be inflexible and can lead to conflicts between the leader and stakeholders or employees in organization. The school looks closely at the SWOT model and also prioritises it strategies by hierarchy. The long-term strategies are the ones, which are at highest order, followed by the medium, and then by the short-term plans. It also requires careful consideration about the scheduling in regards to time management, and efficiency. By applying powerful analytic tools such as rigorous strategic planning methodologies, scenario analysis, managers can forecast the future and can be accurately enough to choose a suitable strategic direction.
规划学校是规范性学校的一员，也是一个正式的战略制定过程。这所学校的校长将战略制定和战略实施分开。规划学校几乎同意设计学校的教学条件。在这所学校里，战略源于一个受控的、有意识的正式规划过程，分解为不同的步骤，每个步骤都有清单和技术支持。领导将在制定的基础上承担整个过程的责任。因此，该策略可能不灵活，并可能导致领导者与组织中的利益相关者或员工之间的冲突。学校密切关注SWOT模型，并按层级对其战略进行优先排序。长期战略是最高级别的战略，其次是中期战略，然后是短期计划。它还需要在时间管理和效率方面仔细考虑日程安排。通过应用强大的分析工具，如严格的战略规划方法、情景分析，管理者可以预测未来，并能够足够准确地选择合适的战略方向。
For example, within urban regeneration, government aspire to redevelop run down areas. The objective is to redevelop the area, to a proficient standard. There is certain objective, which they need to consider such as the time frame, where the regeneration wants to take place, how much is there budget. These factors and many more need to be organised in order to produce a structured set of objectives. Following this each process can be broken down in to various sub sections for example, an area for budgeting/finance, labour and material. The architecture of this can be broken down into smaller segments for example the budget for each regenerated cost of building, wages, transportation cost which leads to specialised segmented area, and hence could be more productive.
例如，在城市重建中，政府渴望重新开发破败地区。目标是重新开发该地区，达到熟练的标准。有一些目标，他们需要考虑，比如时间框架，再生希望在哪里进行，有多少预算。为了产生一套结构化的目标，需要对这些因素以及更多因素进行组织。在此之后，每个流程可以细分为不同的小节，例如，预算/财务、劳动力和材料领域。这一体系结构可以细分为更小的部分，例如，每一个再生建筑成本的预算、工资、运输成本，这导致了专门的细分区域，因此可以更具生产力。
However, if an organisation uses this strategy, there are many opportunities and other possibilities will lose. This is because only the planners implement the ideas and strategies, the stakeholders will not have much choice for the change, therefore they will lose more opportunities.
然而，如果一个组织使用这种策略，就会失去许多机会和其他可能性。这是因为只有规划者实施这些想法和战略，利益相关者将没有太多的改变选择，因此他们将失去更多的机会。
Mintzberg (2009) argues that planning does not see every eventuality. However, if an organization has relied on its strategy to guide it through change, it may depend on the prepared solutions. This can result in lack of creative thinking and difficulties in solvi
