768:
though strategic plans are specific to an organization, there is a generic quality that draws on shared institutional understanding on the substance, form and communicative purposes of the strategic plan. Hence, they posit that strategic plan is a genre of organizational communication (Bhatia, 2004; Yates and
Orlikowski, 1992 as cited in Cornut et al., 2012). In this sense, genre is defined as the "conventionalized discursive actions in which participating individuals or institutions have shared perceptions of communicative purposes as well as those of constraints operating their construction, interpretation and conditions of use" (Bhatia, 2004: 87; see also Frow, 2005; Swales, 1990 as cited in Cornut et al., 2012).
747:
potent in enhancing an organization's capacity to achieve its goals (i.e., effectiveness). However, the study argues that just having a plan is not enough. For strategic planning to work, it needs to include some formality (i.e., including an analysis of the internal and external environment and the stipulation of strategies, goals and plans based on these analyses), comprehensiveness (i.e., producing many strategic options before selecting the course to follow) and careful stakeholder management (i.e., thinking carefully about whom to involve during the different steps of the strategic planning process, how, when and why).
405:
educational institutions must reorganize. Finding ways to maintain achievements while improving effectiveness can be difficult for educational institutions. Keeping up with society's rapid changes. Some strategic planners are hesitant to address societal outcomes, so they often ignore them and assume they will happen on their own. Instead of defining the vision for how we want our children to live, they direct their attention to courses, content, and resources with the mistaken belief that societally useful outcomes will follow. When this occurs, the true strategic plan is never developed or implemented.
389:, determining actions to achieve the goals, setting a timeline, and mobilizing resources to execute the actions. A strategy describes how the ends (goals) will be achieved by the means (resources) in a given span of time. Often, Strategic Planning is long term and organizational action steps are established from two to five years in the future. The senior leadership of an organization is generally tasked with determining strategy. Strategy can be planned (intended) or can be observed as a pattern of activity (emergent) as the organization adapts to its environment or competes in the market.
664:, not strategic planning. In business, the term "financial plan" is often used to describe the expected financial performance of an organization for future periods. The term "budget" is used for a financial plan for the upcoming year. A "forecast" is typically a combination of actual performance year-to-date plus expected performance for the remainder of the year, so is generally compared against plan or budget and prior performance. The financial plans accompanying a strategic plan may include three–five years of projected performance.
578:
414:
813:
elaborate the construction of a strategic plan as a communicative process. This study looks at the way that texts within the planning process, such as PowerPoint presentations, planning documents and targets that are part of a strategic plan, are constructed in preparation, through a series of communicative interface. Throughout the process, strategy documents were essential in detaining the developing strategy as they were constantly revised up until an ultimate plan was accepted.
892:
specifically output controls, behavioural controls, and clan controls. By way of simple definition, output controls work toward to tangible and quantifiable results; behavioural controls are geared toward behaviours of people in an organization; and clan controls are dependent and are executed while keeping in mind norms, traditions, and organizational culture. All these three are implemented in order to keep systems and strategies running and focused toward desired results (n.d.).
431:, which guides the actual strategy formation. Typical strategic planning efforts include the evaluation of the organization's mission and strategic issues to strengthen current practices and determine the need for new programming. The end result is the organization's strategy, including a diagnosis of the environment and competitive situation, a guiding policy on what the organization intends to accomplish, and key initiatives or action plans for achieving the guiding policy.
817:
the willingness to change within individuals in the organization. Similarly, Goodman in 2017 emphasized that the advent of the internet and social media has become one of the most important vehicle to which corporate strategic plan can be distributed to an organizations internal and external stakeholders. This distribution of knowledge allows for staff of organization to access and share the institutional thinking this able to reformulate it in their own words.
47:
401:
Management provides an organization the framework and consistency of action. In addition, it ensures communication of overall goals and understanding roles of teams or individual to achieve them. The commitment of top management must be evident throughout the process to reduce resistance to change, ensure acceptance, and avoid common pitfalls. Strategic
Planning does not guarantee success but will help improve likelihood of success of an organization.
759:
ensures that there is coordination wherein everyone in the organization is moving in the same direction. The plans are the prime media communicating the management's strategic intentions, thereby promoting a common direction instead of individual discretion. It is also the tool to secure the support of the organization's external sphere, such as financiers, suppliers or government agencies, who are helping achieve the organization's plans and goals.
831:
908:
Choice Theory to Social
Exchange Theory where costs, rewards, and outcomes are valued in maintaining communication and thus relationships to serve the ends of an organization and its members. Thus, while many organizations and companies try their best to become learning organizations and exercise strategic planning, without communication, relationships fail and the core disciplines are never truly met (Barker & Camarata, 1998).
602:
557:
816:
The book edited by
Mandeville-Gamble (2015) sees the roles of managers as important in terms of communicating the strategic vision of the organization. Many of the authors in the book by Mandeville-Gamble agree that a strategic plan is merely an unrealized vision unless it is widely shared and sparks
737:
argues are inherently creative activities involving synthesis or "connecting the dots" which cannot be systematized. Mintzberg argues that strategic planning can help coordinate planning efforts and measure progress on strategic goals, but that it occurs "around" the strategy formation process rather
547:
or execution of the strategic plan produces outcomes. These outcomes will invariably differ from the strategic goals. How close they are to the strategic goals and vision will determine the success or failure of the strategic plan. Unintended outcomes might also be an issue. They need to be attended
426:
Strategic planning is a process and thus has inputs, activities, outputs and outcomes. This process, like all processes, has constraints. It may be formal or informal and is typically iterative, with feedback loops throughout the process. Some elements of the process may be continuous and others may
907:
Moreover, it cannot be denied that communication plays a role in the realization of learning organizations and strategic planning. In a study by Barker and
Camarata (1998), the authors noted that there are theories that could explain the invaluable role of communication, and these are from Rational
803:
Guidance on the sections of a strategic plan abound but there are few studies about the nature of language used for these documents. Cornut, et al's (2012) study showed that writers of strategic plans have a shared understanding of what is the appropriate language. Thus, the authors argued, a true
499:
Strategic planning activities include meetings and other communication among the organization's leaders and personnel to develop a common understanding regarding the competitive environment and what the organization's response to that environment should be. A variety of strategic planning tools may
891:
Strategic planning through control mechanisms (mostly by the way of a communication program) is set in the hopes of coming to desired outcomes that reflect company or organizational goals. As further supplement to this idea, controls can also be realized in both measurable and intangible controls,
758:
in the article "The Fall and Rise of
Strategic Planning" (1994), argued that the lesson that should be accepted is that managers will never be able to take charge of strategic planning through a formalized process. Therefore, he underscored the role of plans as tools to communicate and control. It
746:
While much criticism surrounds strategic planning, evidence suggests that it does work. In a 2019 meta-analysis including data from almost 9,000 public and private organizations, strategic planning is found to have a positive impact on organizational performance. Strategic planning is particularly
404:
In educational institutions, strategic planning is also a need. We are already in a transitional period in which old practices are no longer permanent but require revision to meet the needs of academia, which is frustrating in the educational sector. To meet the changing needs of this new society,
400:
Strategic planning can be used in
Project Management that focuses on the development of standard methodology that is repeatable and will result to high chances of achieving project objectives. This requires a lot of thinking process and interaction among stakeholders. Strategic planning in Project
767:
Cornut, et al (2012) studied the particular features of the strategic plan genre of communication by examining a corpus of strategic plans from public and non-profit organizations. They defined strategic plans as the "key material manifestation" of organizations' strategies and argued that, even
468:
program. Inputs are gathered to help establish a baseline, support an understanding of the competitive environment and its opportunities and risks. Other inputs include an understanding of the values of key stakeholders, such as the board, shareholders, and senior management. These values may be
812:
Spee, et. al. (2011) explored the strategic planning as communicative process based on
Ricoeur's concepts of decontextualization and recontextualization, they conceptualize strategic planning activities as being constituted through the iterative and recursive relationship of talk and text, this
799:
The strategic plans showed significantly less self-reference than all other corpora, with the exemption of project plans and S&P 500 annual reports. The results indicated that strategic plans have more moderate verbs of deontic value. This was interpreted as an indication that "commands and
904:, personal and organizational mastery, mental models, building a shared vision, and team learning. In a time of machine learning and data analytics, these core disciplines remain to be relevant in so far as having human resource and human interest become the driving force behind organizations.
771:
The authors compared the corpus of strategic plans with nine other corpora. This included annual reports from the public sector and nongovernment organizations, research articles, project plans, executive speeches, State of the Union addresses, horoscopes, religious sermons, business magazine
511:
The output of strategic planning includes documentation and communication describing the organization's strategy and how it should be implemented, sometimes referred to as the strategic plan. The strategy may include a diagnosis of the competitive situation, a guiding policy for achieving the
463:
Data is gathered from various sources, such as interviews with key executives, review of publicly available documents on the competition or market, primary research (e.g., visiting or observing competitor places of business or comparing prices), industry studies, reports of the organization's
392:
Strategy includes processes of formulation and implementation; strategic planning helps coordinate both. However, strategic planning is analytical in nature (i.e., it involves "finding the dots"); strategy formation itself involves synthesis (i.e., "connecting the dots") via
560:
559:
564:
563:
558:
454:
The first two elements relate to factors internal to the company (i.e., the internal environment), while the latter two relate to factors external to the company (i.e., the external environment). These elements are considered throughout the strategic planning process.
565:
534:
is often used to describe the expected financial performance of an organization for the upcoming year. Capital budgets very often form the backbone of a strategic plan, especially as it increasingly relates to
Information and Communications Technology (ICT).
566:
738:
than within it. It functions remote from the "front lines" or contact with the competitive environment (i.e., in business, facing the customer where the effect of competition is most clearly evident) may not be effective at supporting strategy efforts.
695:
Categories 3 and 4 are strategic planning, while the first two categories are non-strategic or essentially financial planning. Each stage builds on the previous stages; that is, a stage 4 organization completes activities in all four categories.
711:
was able to keep on western military capabilities by using technology-based planning while the U.S. was slowed by finance-based planning, until the Reagan administration launched the
Socrates Project, which should be revived to keep up with
562:
599:, which was originally used in the military and recently used by large corporations to analyze future scenarios. The flowchart to the right provides a process for classifying a phenomenon as a scenario in the intuitive logics tradition;
527:. Organizations may also plan their financial statements (i.e., balance sheets, income statements, and cash flows) for several years when developing their strategic plan, as part of the goal-setting activity. The term
585:
A variety of analytical tools and techniques are used in strategic planning. These were developed by companies and management consulting firms to help provide a framework for strategic planning. Such tools include:
370:
Furthermore, it may also extend to control mechanisms for guiding the implementation of the strategy. Strategic planning became prominent in corporations during the 1960s and remains an important aspect of
900:
Strategic planning is both the impetus for and result of critical thinking, optimization, and motivation for the growth and development of organizations. The core disciplines, which are inherent in
561:
593:, which covers the remote external environment elements such as political, economic, social and technological (PESTLE adds legal/regulatory and ecological/environmental);
613:, which addresses industry attractiveness and rivalry through the bargaining power of buyers and suppliers and the threat of substitute products and new market entrants;
647:, which determines the competitive advantage of a product or a service through evaluating four elements such as value, rarity, imitability and organization.
1899:
379:, who involve many parties and research sources in their analysis of the organization and its relationship to the environment in which it competes.
641:, which uses a constructivist evaluation approach to identify the outcomes of objectives, which then supports future strategic planning exercises.
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in the 1970s to describe the sophistication of planning processes, with strategic management ranked the highest. The four stages include:
512:
organization's goals, and specific action plans to be implemented. A strategic plan may cover multiple years and be updated periodically.
503:
The organization's leaders may have a series of questions they want to be answered in formulating the strategy and gathering inputs.
656:
Simply extending financial statement projections into the future without consideration of the competitive environment is a form of
1892:
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articles and annual reports for-profit corporations included in the Standard & Poor's 500 largest companies (S&P 500).
1673:
1381:
1261:
1229:
1194:
1162:
1070:
1045:
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Forecast-based planning, which includes multi-year financial plans and more robust capital allocation across business units;
678:
Financial planning, which is primarily about annual budgets and a functional focus, with limited regard for the environment;
1699:"The Role of Communication in Creating and Maintaining a Learning Organization: Preconditions, Indicators, and Disciplines"
1403:
852:
427:
be executed as discrete projects with a definitive start and end during a period. Strategic planning provides inputs for
335:
1885:
1802:
T. Kono (1994) "Changing a Company's Strategy and Culture", Long Range Planning, 27, 5 (October 1994), pp. 85–97
1120:
1095:
878:
1797:
ABCs of strategic management: an executive briefing and plan-to-plan day on strategic management in the 21st century
860:
1985:
1975:
1398:
804:
strategist is one who is able to instantiate the genre strategic plan through appropriate application of language.
281:
249:
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was used to identify naturally occurring texts and patterns (Biber, et al, 1998 as cited in Cornut et al., 2012).
713:
856:
222:
2031:
1562:
953:
684:
Externally oriented planning, where a thorough situation analysis and competitive assessment is performed;
993:
933:
610:
2036:
619:, which addresses internal strengths and weaknesses relative to the external opportunities and threats;
1311:
918:
671:
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wrote in 1980 that formulation of competitive strategy includes consideration of four key elements:
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841:
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2041:
1940:
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276:
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The organization may use a variety of methods of measuring and monitoring progress towards the
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1965:
1945:
1930:
1825:
M. Lorenzen (2006). "Strategic Planning for Academic Library Instructional Programming." In:
1698:
1371:
988:
667:
638:
290:
267:
204:
1607:"Practical strategies for academic library managers: Leading with vision through all levels"
2000:
1864:
1570:
1219:
1115:. Publication Sales, Association for Supervision and Curriculum Development. pp. 1–6.
1004:
978:
571:
372:
299:
114:
65:
46:
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The essence of formulating competitive strategy is relating a company to its environment.
8:
1935:
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622:
213:
159:
146:
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to and understood for strategy development and execution to be a true learning process.
1925:
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1349:
983:
958:
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141:
83:
20:
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1980:
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1543:
1531:
1473:
1377:
1353:
1341:
1310:
Ferreira, João J. M.; Fernandes, Cristina I.; Ferreira, Fernando A. F. (2022-02-01).
1257:
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1183:
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1116:
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1066:
1041:
963:
596:
474:
321:
227:
74:
70:
30:
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625:, which involves portfolio decisions about which businesses to retain or divest; and
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Process for classifying a phenomenon as a scenario in the Intuitive Logics tradition
1710:
1661:
1618:
1606:
1579:
1521:
1441:
1431:
1331:
1323:
1290:
1088:
Strategic Planning for Project Management Using a Project Management Maturity Model
901:
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470:
356:
168:
137:
1622:
1327:
1815:
1033:
943:
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734:
413:
364:
218:
182:
128:
119:
88:
895:
661:
577:
1995:
1950:
1780:
Successful Strategic Planning: A Guide for Nonprofit Agencies and Organizations
1714:
1367:
1215:
1135:
Kaufman, R., & Herman, J. (1991). Strategic planning for a better society.
969:
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commitments are not overtly hedged, but neither are they particularly strong".
492:
434:
294:
285:
200:
155:
132:
110:
787:
was used to identify themes and concepts, such as values and cognition; while
635:, which creates a systematic framework for measuring and controlling strategy.
2025:
1990:
1970:
1920:
1849:
1805:
1722:
1653:
1630:
1583:
1535:
1526:
1509:
1477:
1420:"Does Strategic Planning Improve Organizational Performance? A Meta-Analysis"
1345:
1245:
632:
616:
590:
397:. As such, strategic planning occurs around the strategy formation activity.
272:
258:
245:
1665:
2005:
1877:
1446:
948:
708:
524:
352:
303:
173:
1839:
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Personal values of the key implementers (i.e., management and the board);
209:
92:
1436:
1419:
1336:
376:
177:
164:
123:
1556:
750:
729:
Strategic planning has been criticized for attempting to systematize
830:
1955:
1295:
1278:
1090:. United States of America: John Wiley & Sons. pp. 15–40.
704:
360:
61:
38:
601:
1418:
George, Bert; Walker, Richard; Monster, Joost (15 October 2019).
150:
1399:"Opinion: The Cold War Budget Tool That Could Save The Pentagon"
820:
530:
807:
896:
Strategic planning, learning organizations, and communication
1157:(third ed.). Washington D.C.: BoardSource. p. 42.
762:
724:
651:
2010:
1960:
644:
307:
263:
1028:
1026:
1024:
1022:
1020:
741:
1312:"What makes organizations unique? Looking inside the box"
1309:
385:
has many definitions, but it generally involves setting
1872:
The 100 Absolutely Unbreakable Laws of Business Success
1065:(8th ed.). Singapore: South-Western. p. 214.
1017:
500:
be completed as part of strategic planning activities.
367:
on allocating its resources to attain strategic goals.
1508:
Cornut, Francis; Giroux, Hélène; Langley, Ann (2012).
691:
occurs and a well-defined strategic framework is used.
1854:
Megatrends: Ten New Directions Transforming our Lives
1787:
Macroenvironmental Analysis for Strategic Management
1507:
1417:
973: – ancient book on military strategy
751:
Strategic plans as tools to communicate and control
1277:Spaniol, Matthew J.; Rowland, Nicholas J. (2018).
1249:
1182:
1692:
1690:
1411:
1396:
2023:
570:2011 video explaining the strategic plan of the
1861:Strategic Planning Kit for Dummies, 2nd Edition
1038:The Strategy Process: Concepts, Contexts, Cases
1778:Patrick J. Burkhart and Suzanne Reuss (1993).
1748:Strategic Planning for Nonprofit Organizations
1696:
1687:
1276:
1155:Ten basic responsibilities of nonprofit boards
1032:
703:founder in the Reagan White House, during the
1893:
1697:Barker, R. T.; Camarata, M. R. (1998-10-01).
1563:"Strategic planning as communicative process"
821:Strategic planning through control mechanisms
775:The authors used textual analysis, including
543:While the planning process produces outputs,
417:Strategic management processes and activities
329:
1907:
1210:
1208:
1206:
1176:
1174:
859:. Unsourced material may be challenged and
808:Strategic planning as communicative process
1900:
1886:
1238:
375:. It is executed by strategic planners or
336:
322:
1525:
1466:"The Fall and Rise of Strategic Planning"
1463:
1445:
1435:
1335:
1294:
1203:
1171:
1113:Guide to Strategic Planning for Educators
879:Learn how and when to remove this message
763:The strategic plan genre of communication
725:Strategic planning vs. strategic thinking
652:Strategic planning vs. financial planning
600:
576:
555:
464:performance, etc. This may be part of a
412:
1651:
1366:
1360:
1244:
1085:
742:Evidence on strategic planning's impact
687:Strategic management, where widespread
581:Wikimedia Movement Strategic Plan (PDF)
551:
2024:
1759:Corporate Planning – A Practical Guide
1746:Michael Allison and Jude Kaye (2005).
1214:
1180:
1152:
1110:
16:Organizational decision making process
1881:
1658:Social Media and Crisis Communication
1503:
1501:
1499:
1497:
1495:
1493:
1459:
1457:
1146:
1832:R. F. Lusch and V. N. Lusch (1987).
1785:L. Fahey and V. K. Narayman (1986).
1604:
1404:Aviation Week & Space Technology
1060:
857:adding citations to reliable sources
824:
519:and measures established, such as a
447:Industry opportunities and threats;
13:
1782:. Newbury Park: Sage Publications.
1740:
1652:Goodman, Michael B. (2017-06-27),
1490:
1454:
794:
14:
2058:
1703:Journal of Business Communication
1397:Michael C. Sekora (Feb 2, 2018).
441:Company strengths and weaknesses;
1986:Segmenting-targeting-positioning
1654:"Communicating Strategic Change"
829:
45:
1829:86, no. 2 (Summer 2006): 22–29.
1818:(1960) "Marketing myopia", In:
1645:
1598:
1550:
1510:"The strategic plan as a genre"
1464:Mintzberg, Henry (1994-01-01).
1390:
1303:
1283:Futures & Foresight Science
1270:
714:China as an emerging superpower
1874:. Berrett, Koehler Publishers.
1129:
1104:
1079:
1054:
733:and strategy formation, which
469:captured in an organization's
450:Broader societal expectations.
1:
1976:Porter's five forces analysis
1773:Simplified Strategic Planning
1766:Systematic Corporate Planning
1660:, Routledge, pp. 41–56,
1623:10.1080/07317131.2016.1203671
1514:Discourse & Communication
1328:10.1016/j.jbusres.2021.10.017
1011:
480:
1808:(1986), "Megamarketing" In:
1771:Bradford and Duncan (2000).
1611:Technical Services Quarterly
1424:Public Administration Review
1316:Journal of Business Research
1185:Good Strategy / Bad Strategy
954:Integrated business planning
719:
707:the economically challenged
7:
1181:Rumelt, Richard P. (2011).
994:Strategic planning software
934:Enterprise planning systems
911:
611:Porter five forces analysis
538:
421:
10:
2063:
1715:10.1177/002194369803500402
1605:Lutz, James (2016-09-08).
1376:. Harvard Business Press.
1252:The Practice of Management
1036:; Quinn, James B. (1996).
506:
408:
18:
1916:
919:Business strategy mapping
672:capability maturity model
458:
363:or direction, and making
1584:10.1177/0170840611411387
1527:10.1177/1750481311432521
1153:Ingram, Richard (2015).
1086:Kerzner, Harold (2001).
999:Strategy Markup Language
929:Decision making software
466:competitive intelligence
19:Not to be confused with
1834:Principles of Marketing
1820:Harvard Business Review
1810:Harvard Business Review
1666:10.4324/9781315749068-4
1470:Harvard Business Review
699:For Michael C. Sekora,
545:strategy implementation
1137:Educational Leadership
1061:Daft, Richard (2008).
924:Chief strategy officer
668:McKinsey & Company
606:
582:
574:
489:
418:
1966:Pareto priority index
1946:Managerial grid model
1931:Business Model Canvas
1865:John Wiley & Sons
1764:John Argenti (1974).
1757:John Argenti (1968).
1559:Paula A. Jarzabkowski
1373:The Lords of Strategy
1111:McCune, S.D. (1986).
989:Strategic assumptions
639:Responsive evaluation
604:
580:
569:
485:
416:
291:Business Model Canvas
268:Managerial grid model
205:Competitive advantage
2032:Strategic management
2001:Strategic grid model
1870:Brian Tracy (2000).
1859:Erica Olsen (2012).
1822:, (July–August 1960)
1812:. (March–April 1986)
1761:. Allen & Unwin.
1571:Organization Studies
1256:. Harper & Row.
1221:Competitive Strategy
1005:U.S. Army Strategist
979:Operational planning
853:improve this section
572:Wikimedia Foundation
552:Tools and approaches
517:strategic objectives
373:strategic management
300:Strategic Grid Model
240:Frameworks and tools
115:Rita Gunther McGrath
66:Strategic management
1941:Growth–share matrix
1936:Competitor analysis
1846:, FT Prentice Hall.
1752:John Wiley and Sons
1557:Andreas Paul Spee;
1279:"Defining Scenario"
629:Balanced scorecards
623:Growth-share matrix
277:Growth–share matrix
221: •
214:Performance effects
212: •
203: •
176: •
167: •
160:Alfred Thayer Mahan
158: •
149: •
147:Carl von Clausewitz
140: •
131: •
122: •
113: •
91: •
82: •
73: •
64: •
1926:Balanced scorecard
1909:Strategic planning
1836:. Kent Publishing,
1827:Illinois Libraries
1789:. West Publishing.
1750:. Second Edition.
1437:10.1111/puar.13104
1216:Porter, Michael E.
1189:. Crown Business.
984:Situation analysis
959:Marketing strategy
939:Francis J. Aguilar
789:corpus linguistics
781:corpus linguistics
731:strategic thinking
689:strategic thinking
658:financial planning
607:
583:
575:
521:balanced scorecard
429:strategic thinking
419:
395:strategic thinking
349:Strategic planning
306: •
302: •
293: •
284: •
275: •
266: •
257: •
255:Balanced scorecard
248: •
223:Generic strategies
84:Strategic thinking
80:Strategic planning
21:Strategic thinking
2037:Business planning
2019:
2018:
1981:Scenario planning
1844:The Strategy Book
1793:Stephen G. Haines
1775:. Chandler House.
1675:978-1-315-74906-8
1383:978-1-59139-782-3
1263:978-0-06-091316-8
1231:978-0-684-84148-9
1196:978-0-307-88623-1
1164:978-1-58686-148-3
1072:978-981-4232-42-5
1047:978-0-13-234030-4
1040:. Prentice Hall.
964:Military strategy
889:
888:
881:
597:Scenario planning
567:
346:
345:
228:Mission statement
75:Strategic studies
71:Military strategy
2054:
1902:
1895:
1888:
1879:
1878:
1735:
1734:
1694:
1685:
1684:
1683:
1682:
1649:
1643:
1642:
1602:
1596:
1595:
1578:(9): 1217–1245.
1567:
1554:
1548:
1547:
1529:
1505:
1488:
1487:
1485:
1484:
1461:
1452:
1451:
1449:
1439:
1415:
1409:
1408:
1394:
1388:
1387:
1364:
1358:
1357:
1339:
1307:
1301:
1300:
1298:
1274:
1268:
1267:
1255:
1242:
1236:
1235:
1212:
1201:
1200:
1188:
1178:
1169:
1168:
1150:
1144:
1133:
1127:
1126:
1108:
1102:
1101:
1083:
1077:
1076:
1058:
1052:
1051:
1034:Mintzberg, Henry
1030:
902:systems thinking
884:
877:
873:
870:
864:
833:
825:
785:Content analysis
777:content analysis
701:Project Socrates
568:
495:
359:of defining its
338:
331:
324:
169:Adrian Slywotzky
56:Analysis methods
49:
26:
25:
2062:
2061:
2057:
2056:
2055:
2053:
2052:
2051:
2022:
2021:
2020:
2015:
1912:
1906:
1816:Theodore Levitt
1743:
1741:Further reading
1738:
1695:
1688:
1680:
1678:
1676:
1650:
1646:
1603:
1599:
1565:
1555:
1551:
1506:
1491:
1482:
1480:
1462:
1455:
1447:1854/LU-8637323
1416:
1412:
1395:
1391:
1384:
1368:Kiechel, Walter
1365:
1361:
1308:
1304:
1275:
1271:
1264:
1243:
1239:
1232:
1213:
1204:
1197:
1179:
1172:
1165:
1151:
1147:
1134:
1130:
1123:
1109:
1105:
1098:
1084:
1080:
1073:
1059:
1055:
1048:
1031:
1018:
1014:
1009:
944:Growth planning
914:
898:
885:
874:
868:
865:
850:
834:
823:
810:
797:
795:Taking a stance
765:
756:Henry Mintzberg
753:
744:
735:Henry Mintzberg
727:
722:
654:
556:
554:
541:
509:
497:
491:
483:
461:
424:
411:
387:strategic goals
342:
313:
312:
241:
233:
232:
219:Core competency
196:
188:
187:
183:Henry Mintzberg
129:Candace A. Yano
120:Bruce Henderson
106:
98:
97:
89:Decision theory
57:
24:
17:
12:
11:
5:
2060:
2050:
2049:
2044:
2042:Business terms
2039:
2034:
2017:
2016:
2014:
2013:
2008:
2003:
1998:
1996:Kraljic matrix
1993:
1988:
1983:
1978:
1973:
1968:
1963:
1958:
1953:
1951:MECE principle
1948:
1943:
1938:
1933:
1928:
1923:
1917:
1914:
1913:
1905:
1904:
1897:
1890:
1882:
1876:
1875:
1868:
1857:
1847:
1837:
1830:
1823:
1813:
1803:
1800:
1790:
1783:
1776:
1769:
1762:
1755:
1742:
1739:
1737:
1736:
1709:(4): 443–467.
1686:
1674:
1644:
1617:(4): 474–475.
1597:
1549:
1489:
1453:
1430:(6): 810–819.
1410:
1389:
1382:
1359:
1302:
1296:10.1002/ffo2.3
1269:
1262:
1246:Drucker, Peter
1237:
1230:
1224:. Free Press.
1202:
1195:
1170:
1163:
1145:
1128:
1121:
1103:
1096:
1078:
1071:
1053:
1046:
1015:
1013:
1010:
1008:
1007:
1002:
996:
991:
986:
981:
976:
975:
974:
970:The Art of War
961:
956:
951:
946:
941:
936:
931:
926:
921:
915:
913:
910:
897:
894:
887:
886:
837:
835:
828:
822:
819:
809:
806:
796:
793:
764:
761:
752:
749:
743:
740:
726:
723:
721:
718:
693:
692:
685:
682:
679:
653:
650:
649:
648:
645:VRIO Framework
642:
636:
626:
620:
614:
608:
594:
553:
550:
540:
537:
508:
505:
493:Michael Porter
484:
482:
479:
460:
457:
452:
451:
448:
445:
442:
435:Michael Porter
423:
420:
410:
407:
344:
343:
341:
340:
333:
326:
318:
315:
314:
311:
310:
297:
295:Kraljic matrix
288:
286:MECE principle
279:
270:
261:
252:
242:
239:
238:
235:
234:
231:
230:
225:
216:
207:
201:Business model
197:
194:
193:
190:
189:
186:
185:
180:
171:
162:
156:Julian Corbett
153:
144:
135:
133:C. K. Prahalad
126:
117:
111:Michael Porter
107:
105:Major thinkers
104:
103:
100:
99:
96:
95:
86:
77:
68:
58:
55:
54:
51:
50:
42:
41:
35:
34:
15:
9:
6:
4:
3:
2:
2059:
2048:
2045:
2043:
2040:
2038:
2035:
2033:
2030:
2029:
2027:
2012:
2009:
2007:
2004:
2002:
1999:
1997:
1994:
1992:
1991:SWOT analysis
1989:
1987:
1984:
1982:
1979:
1977:
1974:
1972:
1971:PEST analysis
1969:
1967:
1964:
1962:
1959:
1957:
1954:
1952:
1949:
1947:
1944:
1942:
1939:
1937:
1934:
1932:
1929:
1927:
1924:
1922:
1921:Ansoff matrix
1919:
1918:
1915:
1910:
1903:
1898:
1896:
1891:
1889:
1884:
1883:
1880:
1873:
1869:
1866:
1862:
1858:
1855:
1851:
1850:John Naisbitt
1848:
1845:
1841:
1838:
1835:
1831:
1828:
1824:
1821:
1817:
1814:
1811:
1807:
1806:Philip Kotler
1804:
1801:
1798:
1794:
1791:
1788:
1784:
1781:
1777:
1774:
1770:
1767:
1763:
1760:
1756:
1753:
1749:
1745:
1744:
1732:
1728:
1724:
1720:
1716:
1712:
1708:
1704:
1700:
1693:
1691:
1677:
1671:
1667:
1663:
1659:
1655:
1648:
1640:
1636:
1632:
1628:
1624:
1620:
1616:
1612:
1608:
1601:
1593:
1589:
1585:
1581:
1577:
1573:
1572:
1564:
1560:
1553:
1545:
1541:
1537:
1533:
1528:
1523:
1519:
1515:
1511:
1504:
1502:
1500:
1498:
1496:
1494:
1479:
1475:
1471:
1467:
1460:
1458:
1448:
1443:
1438:
1433:
1429:
1425:
1421:
1414:
1406:
1405:
1400:
1393:
1385:
1379:
1375:
1374:
1369:
1363:
1355:
1351:
1347:
1343:
1338:
1333:
1329:
1325:
1321:
1317:
1313:
1306:
1297:
1292:
1288:
1284:
1280:
1273:
1265:
1259:
1254:
1253:
1247:
1241:
1233:
1227:
1223:
1222:
1217:
1211:
1209:
1207:
1198:
1192:
1187:
1186:
1177:
1175:
1166:
1160:
1156:
1149:
1142:
1138:
1132:
1124:
1122:0-87120-140-2
1118:
1114:
1107:
1099:
1097:0-471-40039-4
1093:
1089:
1082:
1074:
1068:
1064:
1057:
1049:
1043:
1039:
1035:
1029:
1027:
1025:
1023:
1021:
1016:
1006:
1003:
1000:
997:
995:
992:
990:
987:
985:
982:
980:
977:
972:
971:
967:
966:
965:
962:
960:
957:
955:
952:
950:
947:
945:
942:
940:
937:
935:
932:
930:
927:
925:
922:
920:
917:
916:
909:
905:
903:
893:
883:
880:
872:
862:
858:
854:
848:
847:
843:
838:This section
836:
832:
827:
826:
818:
814:
805:
801:
792:
790:
786:
782:
778:
773:
769:
760:
757:
748:
739:
736:
732:
717:
715:
710:
706:
702:
697:
690:
686:
683:
680:
677:
676:
675:
673:
669:
665:
663:
659:
646:
643:
640:
637:
634:
633:strategy maps
630:
627:
624:
621:
618:
617:SWOT analysis
615:
612:
609:
603:
598:
595:
592:
591:PEST analysis
589:
588:
587:
579:
573:
549:
546:
536:
533:
532:
526:
522:
518:
513:
504:
501:
496:
494:
488:
478:
476:
472:
467:
456:
449:
446:
443:
440:
439:
438:
436:
432:
430:
415:
406:
402:
398:
396:
390:
388:
384:
380:
378:
374:
368:
366:
362:
358:
354:
350:
339:
334:
332:
327:
325:
320:
319:
317:
316:
309:
305:
301:
298:
296:
292:
289:
287:
283:
280:
278:
274:
273:PEST analysis
271:
269:
265:
262:
260:
259:Ansoff matrix
256:
253:
251:
247:
244:
243:
237:
236:
229:
226:
224:
220:
217:
215:
211:
208:
206:
202:
199:
198:
192:
191:
184:
181:
179:
175:
172:
170:
166:
163:
161:
157:
154:
152:
148:
145:
143:
139:
136:
134:
130:
127:
125:
121:
118:
116:
112:
109:
108:
102:
101:
94:
90:
87:
85:
81:
78:
76:
72:
69:
67:
63:
60:
59:
53:
52:
48:
44:
43:
40:
37:
36:
32:
28:
27:
22:
2006:Strategy map
1908:
1871:
1860:
1856:. Macdonald.
1853:
1843:
1833:
1826:
1819:
1809:
1796:
1786:
1779:
1772:
1765:
1758:
1747:
1706:
1702:
1679:, retrieved
1657:
1647:
1614:
1610:
1600:
1575:
1569:
1552:
1520:(1): 21–54.
1517:
1513:
1481:. Retrieved
1469:
1427:
1423:
1413:
1402:
1392:
1372:
1362:
1319:
1315:
1305:
1286:
1282:
1272:
1251:
1240:
1220:
1184:
1154:
1148:
1140:
1136:
1131:
1112:
1106:
1087:
1081:
1062:
1056:
1037:
968:
949:Hoshin Kanri
906:
899:
890:
875:
866:
851:Please help
839:
815:
811:
802:
798:
774:
770:
766:
754:
745:
728:
709:Soviet Union
698:
694:
670:developed a
666:
655:
584:
542:
529:operational
528:
525:strategy map
516:
514:
510:
502:
498:
490:
486:
477:statements.
462:
453:
433:
425:
403:
399:
391:
386:
382:
381:
369:
353:organization
348:
347:
304:Strategy map
174:Sharon Oster
142:Liddell Hart
79:
1840:Max Mckeown
1337:10071/30538
1322:: 664–674.
377:strategists
250:Five forces
210:Value chain
138:Jim Collins
93:Game theory
2026:Categories
1681:2022-04-10
1483:2022-04-10
1063:Management
1012:References
481:Activities
178:Chris Zook
165:J.C. Wylie
124:Gary Hamel
1731:144340049
1723:0021-9436
1631:0731-7131
1592:145209631
1544:144698238
1536:1750-4813
1478:0017-8012
1354:239371863
1346:0148-2963
1143:(7), 4-8.
1001:(StratML)
869:June 2023
840:does not
720:Criticism
662:budgeting
365:decisions
2047:Strategy
1956:Mind map
1852:(1982).
1842:(2012),
1795:(2004).
1768:. Wiley.
1639:64391685
1561:(2011).
1370:(2010).
1248:(1954).
1218:(1980).
912:See also
705:cold war
539:Outcomes
422:Overview
383:Strategy
361:strategy
195:Concepts
62:Strategy
39:Strategy
31:a series
29:Part of
861:removed
846:sources
507:Outputs
475:mission
409:Process
357:process
151:Sun Tzu
1867:, Inc.
1729:
1721:
1672:
1637:
1629:
1590:
1542:
1534:
1476:
1380:
1352:
1344:
1289:: e3.
1260:
1228:
1193:
1161:
1119:
1094:
1069:
1044:
531:budget
471:vision
459:Inputs
351:is an
1911:tools
1727:S2CID
1635:S2CID
1588:S2CID
1566:(PDF)
1540:S2CID
1350:S2CID
2011:VRIO
1961:OGSM
1719:ISSN
1670:ISBN
1627:ISSN
1532:ISSN
1474:ISSN
1378:ISBN
1342:ISSN
1258:ISBN
1226:ISBN
1191:ISBN
1159:ISBN
1117:ISBN
1092:ISBN
1067:ISBN
1042:ISBN
844:any
842:cite
779:and
631:and
473:and
308:VRIO
264:OGSM
246:SWOT
1711:doi
1662:doi
1619:doi
1580:doi
1522:doi
1442:hdl
1432:doi
1332:hdl
1324:doi
1320:139
1291:doi
855:by
660:or
523:or
355:'s
282:STP
2028::
1863:.
1725:.
1717:.
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1705:.
1701:.
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1456:^
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Text is available under the Creative Commons Attribution-ShareAlike License. Additional terms may apply.
