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No presente Trabalho de Final de Mestrado (TFM) pretende-se estudar o Ciclo Integrado de Planeamento e Execução Estratégico da Sogrape, apresentando posteriormente uma apreciação crítica e sugestão de melhorias. O objetivo é detetar a importância da existência de um Planeamento Estratégico e de um Controlo de Gestão integrados para a performance holística de uma organização. Para tal, o método utilizado neste trabalho é puramente qualitativo, tendo sido realizadas três entrevistas a individualidades com responsabilidades ao nível de Controlo de Gestão e Planeamento Estratégico. A Sogrape torna-se um bom estudo de caso, uma vez que não só privilegia a estratégia e o seu controlo, mas porque aciona a implementação de metodologias atuais e pertinentes ao estudo, como a metodologia OKR (Doerr, 2018), o Business Purpose (British Academy, 2020), como base estratégica e, ainda, porque coloca em prática uma reestruturação do design organizacional. Os Departamentos de Planeamento Estratégico e Controlo de Gestão da Sogrape tiveram um papel fulcral e intrínseco na conjetura de implementação destas novas metodologias, tendo os próprios sofrido alterações e, inclusive, tendo sido aqueles os principais impulsionadores da implementação de novos processos. Conseguiu-se concluir que a separação dos dois departamentos em estudo permitiu uma maior especificidade de tarefas de cada um e, por conseguinte, uma maior especialização e clareza em termos organizacionais. Adicionalmente, a sua cooperação contígua, quer a nível físico quer a nível operacional, com partilha de inputs em determinadas tarefas e processos, permitiu a existência de uma participação conjunta na produção de certos documentos relevantes para a organização e que mereciam a colaboração dos dois departamentos. Na verdade vii ambos apresentam diferentes know hows, mas que são válidos e importantes para tomar este tipo de decisões de nível estratégico e operacional. Deste modo, consegue-se percecionar de forma denotativa as vantagens da especialização de tarefas pelos departamentos estarem repartidos, mas igualmente os benefícios da existência de colaboração entre ambos. Porém e numa perspetiva crítica elaborada ao longo desta dissertação, verificou-se que a Sogrape apresenta uma base estratégica holística ainda com demasiados atributos e processos, o que torna a empresa mais complexa e burocrática, e coloca em dúvida um dos grandes objetivos da Sogrape que se identifica com a que procura do aumento da sua agilidade. Para colmatar estes pontos menos positivos detetados foram, por fim, enumeradas determinadas sugestões de melhoria que poderiam ser implementadas no contexto real para melhorar a eficiência de processos no que concerne ao contexto de planeamento e execução estratégico da Sogrape.
The purpose of this Master's Final Work (TFM) is to study Sogrape's Integrated Cycle of Strategic Planning and Execution, subsequently presenting a critical appraisal and suggestions for improvements. The objective is to detect the importance of the existence of an integrated Strategic Planning and Management Control for the holistic performance of an organization. For this, the method used in this work is purely qualitative, having been carried out three interviews with individuals with responsibilities at the level of Management Control and Strategic Planning. Sogrape becomes a great case study, since it not only privileges strategy and its control, but because it triggers the implementation of current and pertinent methodologies to the study, such as the OKR methodology (Doerr, 2018), Business Purpose (British Academy, 2020), as a strategic basis and also because it puts into practice a restructuring of organizational design. Sogrape's Strategic Planning and Management Control Departments had a central and intrinsic role in the conjecture of implementing these new methodologies, having undergone changes themselves, and even those who were the main drivers of the implementation of new processes. It was concluded that the separation of the two departments under study allowed for a greater specificity of tasks for each one and, therefore, greater specialization and clarity in organizational terms. In addition, their close cooperation, both physically and operationally, with sharing of inputs on certain tasks and processes, allowed the existence of a joint participation in the production of certain documents relevant to the organization and which deserved the collaboration of the two departments. In fact, both have different know-how, but they are valid and important for making these types of decisions at the strategic and operational level. In this way, it is possible to perceive in a denotative way ix the advantages of the specialization of tasks by the departments being shared, but also the benefits of the existence of collaboration between both. However, and in a critical perspective elaborated throughout this dissertation, it was found that Sogrape presents a holistic strategic base with still too many attributes and processes, which makes the company more complex and bureaucratic, and puts in doubt one of Sogrape's great objectives that identifies with the one looking for increased agility. In order to fill these less positive points detected, finally, some suggestions for improvement were listed that could be implemented in the real context to improve the efficiency of processes with regard to the context of Sogrape's strategic planning and execution.
The purpose of this Master's Final Work (TFM) is to study Sogrape's Integrated Cycle of Strategic Planning and Execution, subsequently presenting a critical appraisal and suggestions for improvements. The objective is to detect the importance of the existence of an integrated Strategic Planning and Management Control for the holistic performance of an organization. For this, the method used in this work is purely qualitative, having been carried out three interviews with individuals with responsibilities at the level of Management Control and Strategic Planning. Sogrape becomes a great case study, since it not only privileges strategy and its control, but because it triggers the implementation of current and pertinent methodologies to the study, such as the OKR methodology (Doerr, 2018), Business Purpose (British Academy, 2020), as a strategic basis and also because it puts into practice a restructuring of organizational design. Sogrape's Strategic Planning and Management Control Departments had a central and intrinsic role in the conjecture of implementing these new methodologies, having undergone changes themselves, and even those who were the main drivers of the implementation of new processes. It was concluded that the separation of the two departments under study allowed for a greater specificity of tasks for each one and, therefore, greater specialization and clarity in organizational terms. In addition, their close cooperation, both physically and operationally, with sharing of inputs on certain tasks and processes, allowed the existence of a joint participation in the production of certain documents relevant to the organization and which deserved the collaboration of the two departments. In fact, both have different know-how, but they are valid and important for making these types of decisions at the strategic and operational level. In this way, it is possible to perceive in a denotative way ix the advantages of the specialization of tasks by the departments being shared, but also the benefits of the existence of collaboration between both. However, and in a critical perspective elaborated throughout this dissertation, it was found that Sogrape presents a holistic strategic base with still too many attributes and processes, which makes the company more complex and bureaucratic, and puts in doubt one of Sogrape's great objectives that identifies with the one looking for increased agility. In order to fill these less positive points detected, finally, some suggestions for improvement were listed that could be implemented in the real context to improve the efficiency of processes with regard to the context of Sogrape's strategic planning and execution.
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Estratégia Planeamento estratégico Controlo de gestão Sogrape Strategy Strategic planning Control management