How to design a strategic planning system / Peter Lorange, Richard F. Vancil.

By:

Lorange, Peter [author]

Contributor(s):

Vancil, Richard F [author]

Material type: Text

TextLanguage: English Series: Harvard Business Review ; vol. 54, no.5Publication details: Harvard Business Review, 1976Description: 75–81 pagesISSN:

0017-8012

Subject(s):

Online resources:

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Summary: Every business carries on strategic planning, although the formality of that process varies greatly from one company to the next. Conceptually, the process is simple: managers at every level of a hierarchy must ultimately agree on a detailed, integrated plan of action for the coming year; they arrive at agreement through a series of steps starting with the delineation of corporate objectives and concluding with the preparation of a one- or two-year profit plan. However, the design of that process—deciding who does what, when—can be complex, and it is vital to the success of the planning effort.

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Academic Article	TBS Barcelona	Core Textbooks		Link to resource	Available

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Every business carries on strategic planning, although the formality of that process varies greatly from one company to the next. Conceptually, the process is simple: managers at every level of a hierarchy must ultimately agree on a detailed, integrated plan of action for the coming year; they arrive at agreement through a series of steps starting with the delineation of corporate objectives and concluding with the preparation of a one- or two-year profit plan. However, the design of that process—deciding who does what, when—can be complex, and it is vital to the success of the planning effort.

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