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Summary
The systems' approach to planning fails take into account the political and social aspects of organizational life, such as power struggles, conflict and culture. The network, domain and field processes emerge as complementary paradigms to address these issues. Organizational planning occurs in a complex environment where divergent and antagonistic points of view need to be reconciled if the organization is to have a common direction. Networking provides a stage where common consensual planning frameworks can be designed and suppported by all stakeholders. In addition, networking promotes the creation of social and political structures capable of redesigning and monitoring the agreed plan, thus achieving a continuous planning and learning environment. The experience with the development of networks within several public and private institutions opens a new alternative when tackling the design implementation of social change. |
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Actuario por la UNAM, fue Director Ejecutivo de Planeación Estratégica, Secretario Técnico del Comité de Dirección y miembro del Consejo del Grupo Financiero Serfin.
Con veinte años de experiencia en el campo de la Planeación Estratégica y Sistemas Organizacionales, tanto en el sector privado (Serfin, Televisa, Opeadora de Bolsa, Videovisa, Banxico, Banrural, Banorte y varias casas de bolsa) como en el sector público (Presidencia de la República, Secretaria de Gobernación, UNAM), donde ha realizado diversos proyectos de planeación estratégica, procesos de cambio y mercadotecnia.
Actualmente es Socio Consultor de la empresa CAUCE Consultores, S.C. Ha
publicado varios libros y artículos sobre planeación estratégica.
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