What's Wrong With Strategy  

Oleh:

Alexander, Marcus ; Campbell, Andrew

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 75 no. 6 (1997), page 42-52.
Topik: strategy; corporate strategy; long term planning; planning; strategic planning; strategy formulation; strategy implementation

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.12 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Isi artikel

Why is it that successful strategies are rarely developed as a result of formal planning processes ? What is wrong with strategy or the way most companies go about developing it ? Andrew Campbell and Marcus Alexander, seasoned practitioners of the art of strategy, who consult, teach and do research at the Ashridge Strategic Management Centre, offer a "common sense" piece on why the planning frameworks managers use so often yield disappointing results. Strategy, they explain, is not about plans but insights. Strategy development is the process of discovering and understanding insights and should not be confused with planning, which is about turning insights into action. The answer is not new planning processes, better designed plans, or more effort. The answer is for managers to understand two fundamentals - the benefit of having a well - articulated and stable purpose and the importance of discovering, understanding, documenting, and exploiting insights about how to create value.

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