Thesis (Master in Management) -- University of the Philippines Mindanao, July 2021

LKTWSD Development, Inc (LKTWSD) or the company) is the corporate office of the LKT Group (the group). It is headed by Managing Director Susan W. Tan. The company has two functional departments performing corporate-level activities headed by the Corporate Human Resources (HR) Head and the Group Financial Controller. The Corporate HR Head directly reports to the managing director, heads the company's HR function, oversees the group's HR. The Group Financial Controller directly reports to the managing director, heads the company's audit, and government compliance functions, and provides audit services and overnight over the group?s finance, accounting, and government compliance. A general situation review of LKTWSD reveals several issues. There are inherent limitations in the statutory personality of the company. There are also issues in the company's organization structure, i.e. conflict of duties, incompatibility of duties, and the lack of corporate charter and government manual, among several others. Also highlighted is the inadequacy of its retainer rates to cover related costs and expenses and the issues in the future leadership succession. In order to enrich the analysis of the internal issues of LKTWSD and examine its external factors as well, a formal study through a strategic planning process was initiated. The study adopted Fred R. David's Comprehensive Strategic-Management Model integrating ideas of Complex Adaptive Systems. The model primarily adopted David?s model due to its practicability in formulation, implementing, and evaluating the company's strategies. The model also integrated ideas of Complex Adaptive Systems in capturing the dynamic nature of the company and its relationship with external factors from its overlapping macro (general external environment) and micro (LKT Group) environments. The strategic plan process proceeded by analyzing factors affecting the company's macro and micro environments using a specific variation of the PEST Analysis. The identified external factors were then classified as opportunities or threats. An External Factor Evaluation Matrix was prepared to summarize the factors, corresponding factor classification and weight, and appropriate factor rating. The study also analyzed factors affecting the company's internal environment with regard to the following aspects: finance, operation, and organization and human resource aspects. In identifying financial factors, the study employed financial statement analyses and ratio analyses as tools. The identified internal factors were then classified as strengths and weaknesses. An Internal Factor Evaluation Matrix was prepared to summarize the factors corresponding factor classification and weight and appropriate factor rating. The study also proposed LKTWSD's vision, mission, goals and objectives. Objectives were designed to be SMART-C: specific, measurable, attainable, relevant, time-bound, and challenging. An Internal-External Matrix and a SWOT Analysis were prepared to relate and reconcile the External and Internal Factor Evaluations. The B initiative was formulated, which offered three general strategies. Build, Brace and Boost. Build strategies refer to fundamental and preparatory strategies that are essential to the implementation of future strategic plans. Brace strategies refer to enhancing and complementary strategies that highlight the company?s governance and control functions as the group?s corporate office. Boost strategies refer to progressive and forward-thinking strategies that aim to future-proof the company against potential issues and concerns. In choosing the appropriate strategy to prioritize, the study employed a Quantitative Strategic Planning Matrix (QSPM). Based on the results of the QSPM, LKTWSD shall concentrate on the implementation of the Build, Brace strategies. The study provided a Gantt Chart to present the implementing activities and accountable parties and personnel as implementation reference and guide. The study also provided a control scorecard combining the following control systems: key result areas, key performance indicators, targets, and control tools, to cover strategy review and monitoring.