Three important lessons emerge from the Wyler case:

Management needs to continually monitor the gap between implemented and intended strategy, which often increases as the organization evolves a specialized structure to primarily pursue near-term gains.

Management needs to periodically modify structure to keep the gap between implemented and intended strategy within reasonable bounds.

In order to rapidly and effectively modify a company's structure to...

There are differences from country to county how organizations strategically plan.

(Article citation: Keith W. Glaister, Omer Dincer, Ekrem Tatoglu, Mehmet Demirbag, (2009) "A comparison of strategic planning practices in companies from the UK and Turkey", Journal of Management Development, Vol. 28 Iss: 4, pp.361 - 379)

The percention and daily experience and obeservation is that in Curacao and other islands in the Caribbean are not keen on planning...

With all this being said, there may be times when a full-blown strategic planning process is needed. For example, if it is required by those who oversee your institution, then one should go through the process to mollify those in charge. In addition, having everybody go through the process may be what is needed to get the whole staff committed to putting their effort towards the same goal.

Certainly, some of the concepts that various formal strategic planning pro...

"I believe it's beneficial to have a formal strategic planning process, perhaps once every year or two, and then quarterly reviews, but you can't let it be simply about budgeting and making guesses about next year's growth rate. Planning needs to support thinking rather than drive it out."

Article citation: Joan Magretta, (2012) "Michael Porter answers managers' FAQs", Strategy & Leadership, Vol. 40 Iss: 2, pp.11 - 15

"Most common management strategy mistakes?

The granddaddy of all mistakes is competing to be the best, going down the same path as everybody else and thinking that somehow you can achieve better results. So many managers confuse operational effectiveness with strategy.

Another common mistake is confusing marketing with strategy. It's natural for strategy to arise from a focus on customers and their needs. So in many companies, strategy is built aro...

"Can everyone in your company recognize your strategy? Will they know when they have achieved it? More importantly, will you? Will your shareholders? Can you say with certainty that the strategy from your organization's “oracles” is neither vague nor cryptic? Does your strategy provide a well-defined path, clear milestones, and an easily identified destination to ensure that everyone knows when they have arrived?

As companies move forward and are faced with the ...

A study was undertaken in the UK by Ginter et al. (1985) to determine whether this academic model had practical applicability. The 4,000 members of the Planning Executive Institute were asked a range of questions to provide a forum for assessing the perceptions of planning and strategic managers in practice. In excess of 1,000 members responded, and the researchers concluded that the model was a good framework for the way strategic planning takes place in the corporate environment. The Ginter...

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