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.

Holdings
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Academic Article	TBS Barcelona	Core Textbooks		Link to resource	Available

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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