Founded in the year $1999$ by Marcus Lee, the founder$-$chief executive officer $($CEO$),$ Singapore$-$based StarTech Services $($STS$)$ started as an information technology $($IT$)$ solutions provider. It later evolved as an outsourcing company of digital solutions provider for small and medium enterprises $($SMEs$),$ and blue$-$chip companies in Southeast Asia. STS was led by a senior management team with extensive industry knowledge and experience. The $120$ staff members were engaged in different work specialisations: Information Technology and Communications, ITC $($engineers and data scientists$),$ Marketing $($e$-$commerce specialists$),$ Sales $($business development officers$),$ Administration and Human Resources $($HR officers$),$ and the newly added Gaming. Marcus Lee provides strategic guidance and overseas ITC staff. As an IT veteran, Lee was also a certified Associate Business Continuity Professional $($ABCP$).$ David Lim, the company$$s chief operating officer $($COO$)$ looks after the marketing and sales. He has $20$ years of experience developing and nurturing business relationships with a small number of strategic vendors. Yong Heng heads the HR team and reports to Lim.

Both Lee and Lim believe in running a value$-$driven business, and thus the company operates on the foundation of Integrity, Performance Excellence, and Technical Know$-$How. These deep$-$rooted core values are articulated around the company$$s vision to become the top IT$/$digital solutions provider in Singapore and in Southeast Asia with the mission to deliver high$-$quality technology solutions that create exceptional value for its clients. The company had been in operations for over two decades, and the management ensured it shared necessary information with its employees on the future direction of the organisation. Furthermore, the establishment of strategic and business$-$level goals was decentralised. The staff worked in teams led by project managers who ensured the client$$s requirements were met and that the clients were satisfied with the services. In terms of leadership and management practices, Lee focused on $$goal orientation$$ as he believed in goal setting as a key employee motivator. He provided the autonomy needed to the staff so long as the goals were met. There were Key Performance Indicators $($KPIs$)$ that guided the staff when working on various projects. Furthermore, STS boasted of having its own $$balanced scorecard$$ that took into account both financial and non$-$financial metrics $($learning organisation, governance, and ethics$).$

In the year $2014,$ the government in Singapore launched Smart Nation Initiative to leverage the technologies introduced by the Fourth Industrial Revolution. This was followed up by government investment $($around $S$2\mathrm{.}4$ billion$)$ in a wide range of smart technologies in both the public and the private sectors$.$ STS was proactive and leveraged this government initiative by expanding its services to diverse industries like digital advertising and gaming. Catering to these new clients meant that the work was increasing and getting more complex. Furthermore, the COVID$-19$ pandemic created both opportunities and challenges for STS$.$ Many firms moved their operations online and started implementing smart and flexible working models. Many SMEs intensified their usage of digital technologies. Also, the competition was increasing with many technology outsourcing startups in Southeast Asia starting to offer services at a lower cost. The senior management at STS was looking for ways to meet this growing demand for its services and did not want to lose potential clients to its competitors. There were some pressing quality issues in operations that delayed services to clients and there were also instances where those quality issues went unchecked resulting in customer dissatisfaction. Lee recognised the need to further formalise and fine$-$tune key managerial functions: planning, organising, leading, controlling, and related managerial activities, and was determined to improve the overall efficiency and effectiveness at STS$.$ Additionally, Lee was aware of the immediate need to organise his staff to run the newly formed gaming line of business.

The management team met, and a first draft of a planning document was penned down encompassing plans and goals for various functions. Lee contended it was time for STS to focus on the newly formed gaming services as the gaming industry in Southeast Asia has been growing steadily. Thus, there were three main areas to focus on employee learning and development, quality control, and the new gaming services. Lee concluded the meeting by asking his management to formalise the planning document, design various goals and develop relevant action plans.

Review the six types of plans and propose four types of plans$/$goals for STS$.$ Recommend one planning approach to STS and give one reason