International Journal of Scientific Engineering and Science Volume 6, Issue 8, pp. 10-12, 2022. ISSN (Online): 2456-7361 10 http://ijses.com/ All rights reserved Hierarchical Strategic Planning and Victorious Management Exercises: The Indonesian Evidence Mohammad Sihab Ridwan 1 , Estik Hari Prastiwi 2 1 Lecturer at FEB Univ 17 Agustus 1945 Surabaya 2 Lecturer at Univ 17 Agustus 1945 Surabaya Corresponding author: Mohammad Sihab Ridwan Email: shihab@untag-sby.ac.id, estik@untag-sby.ac.id Abstract— This inquiry pursues to search the practice of hierarchical strategic planning to achieve the victorious management exercises in the Indonesian firms. This query involved a qualitative approach as the base for this query to attain a real clarification of the angles of participants. The three companies were elected since their keenness in planning and their high completion position. This query used exploration information from a board of authorities to first confirm a firm as high performing in the first event, and then to elect the three top performing companies for the inquiry. This query has offered sensible findings on the practices of hierarchical strategic planning during the planning process. The importance of planning hierarchy to attain the victorious management exercises has been recognized, among other associated discoveries. Keywords— Planning levelling practice, corporate level, business level, operating level. I. INTRODUCTION For more than a half century, strategic planning has been an exercise attribute of management thoughts and system in the corporation world, and for over 30 years it has turned into the customary exercise of large sums of public and non-profit organisations (Bryson, 2014). The first and possibly most apparent advantage of strategic planning is the advancement of strategic thoughtful, performing, and learning (Van der Heijden, 1996). It crafts an organisation more active than volatile in forming its future, it assists organisation to articulate the better strategies by embracing more systematic, sound, and analytical methods to govern strategic set. Several studies discovered an affirmative connection between prescribed planning and a victorious management exercises. Ansoff, Brandenburg, Shrader, Taylor and Dalton, 1984; Porter and Radosevich (1970) are amongst the researchers who accomplished that strategic planning was connected with organizational performing. Their findings exposed that corporations that designed their strategies also designed their implementation. At the other part, corporations which using plans resourcefully conducted simply narrow or no execution plans. Furthermore, in order to be effective, strategic planning should takes place at wholly echelons of enterprise as pointed out by Norris and Poulton (1991) that an effective strategic planning must happen at entirely echelons of the organization. Other scholar in the field, Lorange (1980); Thompson and Strickland (1998) maintain that planning has three echelons: one, corporate echelons where the main strategic duty will be to foster a positive portfolio strategy for the various commercial actions. Two, division level: in which the strategic duty is to decide how the specific commerce can accomplish, and last echelon, functional level concern with considered agendas met by the numerous functional managers for instance marketing, operational in a commerce where here the duty is to support to the strategic achievement of the commerce by concentrating on the specific strategic variables in their particular area. Mintzberg (2000), however, critiques the reality that hierarchies so defined while any hierarchy of organizational pieces could be replaced. Minztberg shows too that in the complete pattern, respectively management echelon has distinctive hierarchies in terms of objectives, strategies, budgets, and programmes. Thompson and Strickland (1998) reveal three dissimilar and diverse hierarchies for respectively management echelon. They are: complete corporate span and strategic vision for corporate echelon; business echelon strategic vision and mission; functional zone missions for functional echelon; and operating unit missions for operating echelon. For the meantime, for objectives and strategy, respectively echelon has its own different objectives and strategies. II. RESEARCH METHOD For exploring the employment of hierarchical strategic planning in order to achieve victorious management exercises of the three Indonesian banks, the researcher utilized qualitative approach as a structure for this investigation as it is believed as the most proper technique in the venue of this investigation in which to understand processes, experiences, actions and values, and to centre on the reason of the venue being scrutinized (Creswell). For that point, the qualitative approach was used in this examination to capture description of the theories and perspectives of participants studied (Yin) with the intent of attainment an genuine management and precious account in terms of fundamental change and managerial endeavour in specific strategic planning processes particularly in exploring hierarchical strategic planning. Maintaining sort of academics in the field, (e.g. Yin; Merriam; Eisenhardt), this inquiry, then, used case study approach of three case studies as inquiry strategy to observe the hierarchical strategic planning exercises. Moreover, the authentication from numerous cases is so often believed as more promising, and the entire observation is as a result believed as being more robust (Yin); With these in confidence, this inquery, hence, employed multiple-case study arrangement