The development of a strategic plan is an essential part of strategic management accounting. If carried out to its full credibility the organization will achieve its goals. It is important to note that the strategic plan is set for long term planning, as much as 3-5 years.  Strategic planning has a focus on stabilizing the current environment, and it also support the organization’s business plans and goals. Strategic planning helps to implement new projects, new technology, consolidation of data centers, data warehouses, exponential data growth, cost of ownership, and resources available in an organization to assess the future requirements. Strategic planning analyzes the business plan, potential blockage or other issues in the current architecture, processes and their implementation in new initiatives, and processes. Strategic planning helps to formulate the ideas about the key factors that are affecting the present and future development of the organization and the opportunities offered by the environment and the competence of the organization.

The internal dynamics along with cultural and structural leadership considerations that should be used in implementing business strategy for Riordan is readiness of employees in terms of supporting the new strategic initiatives. Employees should not only be committed towards the implementation of the plan, but should possess extensive knowledge and training and new strategic initiatives. Hence, it is extremely important that Riordan should ensure extensive training for the employees to understand the importance, benefits and know-how to handle the new processes, initiatives and strategic action plan in the organization.
Further, it is also important that the existing processes, systems and infrastructure should support the new strategic initiatives in the organization. It is important for Riordan to invest in necessary upgrading of infrastructure and restructuring of processes and systems to support the new business strategies.
From a cultural perspective, it is important that Riordan’s leadership and management should foster a culture that empowers Riordan’s employees to work in a supportive, flexible work environment with adequate decision making authority. The culture of Riordan should be such that employees feel motivated to contribute towards the growth and new initiatives of the organization and remain loyal and committed towards the organization. To develop the quality culture and embed it in each aspect of the organization’s decision making, it is extremely important that employees remain committed towards such initiative and extend their full cooperation towards such programs in the organization.
Such internal dynamics will help the business continuity in the sense that it will lay down a strong platform for Riordan to implement long-term strategic initiatives pertaining to quality, customer satisfaction and process/product improvement. The focus on such internal dynamics and cultural considerations will help the organization in sustaining competitive and other risks in a more efficient manner and thus, help the organization in sailing through rough times in a better manner.
Riordan can use assessments in conjunction with other evaluation tools in order to get a more complete picture of the organizations achievements. The assessment is designed to evaluate the organizations competence and overall skill level. There are different areas within Riordan that will need to be assessed to include: manufacturing systems, employee performance, and quality. The assessment tools that will be used in order to make assessments within Riordan include: The Manufacturing Readiness Assessment Tool (MRAT), Lean Assessment Tools, and Employee assessment. The MRAT is used to determine the readiness of a particular product or technology. Lean assessment tools evaluate the organizations production process, operations, shipping, purchasing and all support functions. Employee performance assessment will performed quarterly to evaluate competence and the skill level of the employee. Quality assessment tools will evaluate the organization against the seven dimensions of quality. The seven dimensions of quality include: Administration, management & coordination, physical environment, access to housing & services, supportive service design & delivery, property & asset management, tenant rights, input, & leadership, data, documentation and evaluation. The various assessment tools will be used to make Riordan an efficient and productive organization.
Riordan will develop feedback controls that will evaluate information gathered from measurements that will be used to manipulate variables to obtain the desired results. The feedback controls can easily be developed into a dashboard application that checks the status of the company in real time. The information displayed within the dashboard will reflect the culmination of daily status reports and evaluations. The feedback controls will provide the management information that will affect the strategic plan of the organization. When the feedback controls reflect little variance between standard and actual performance the plan should be on target. When the controls reflect a deviation from the targeted productivity the management can use the information gathered from the dashboard to isolate the source of the discrepancy and make changes to the strategic plan in order to get the organization back on target. The feedback controls can also motivate employees because they give an accurate representation of performance within the organization. When the data gathered reflects that the strategic plan isn’t meeting its desired results the strategic plan needs to be changed and re-implemented.
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