At the core of strategic planning lies the analysis of the situation and the evaluation of both existing resources and potential possibilities. In the crisis environment of the current Corona period, the significance of strategic thinking and effective planning has once again become evident.
I have previously expressed views on crisis management. Today, while attempting crisis management, it is essential to emphasize the development of strategy and planning. The Corona restrictions negatively impact various sectors to varying degrees. In this situation, two main factors have emerged:
With borders largely closed/restricted, the service sector (such as tourism and education) is directly affected, while construction and agriculture are significantly impacted, and trade, industry, and finance are indirectly affected. There is a tendency to keep the domestic market open to sustain movement in these sectors. However, when examining the GDP, it is uncertain how much domestic demand and market can support these industries. Therefore, looking inward, the approach of producing and consuming domestically is valid to a certain extent but does not solve the problem.
Restrictions on sectors due to health risks and contradictions with the practices existing in normal living conditions for pandemic management. Unfortunately, there is no internationally standardized manual for these conditions. Each country is developing its own measures, and the World Health Organization (WHO) provides advisory warnings. Therefore, reducing preventive measures and pandemic risks to a minimum, while simultaneously implementing them in relevant sectors, requires more rational and creative efforts. We cannot afford the luxury of adopting the Philadelphia madness or falling into the St. Louis complacency. The technical opinions of the Ministry of Health and the economic measures of the Ministry of Economy are evaluated and decided upon by the Council of Ministers. Although the efforts made with a gradual decision approach are appreciated, it should be noted that negative aspects are reflected externally in communication and coordination.
In this situation, economic planning should not only be in the form of a minor preventive measures package but also be broad-based, taking into account national resources, and carried out with a specific method in the light of science. Scenario revision in strategic planning is precisely used for this purpose. In my opinion, two subheadings will be important while doing this: the conditions of tourist and student flows and their related impacts, and the extent to which domestic demand can provide leverage in the market. Of course, many other issues should be discussed by the relevant parties. The balance of the financial sector and public finance are also other important issues.
Considering the expected economic wave in September, creating the economic elements of the 2020-2021 strategic plan related to the Covid-19 pandemic in a way that highlights and communicates a vision more clearly to all segments of society will be very beneficial. Of course, this is a choice; alternatively, we can choose to move according to the wave like a shell in the sea.
Dr. Bilinç Dolmacı
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