In today’s fast-changing, often bewildering business environment, formal systems for strategic planning have become one of top management’s principal tools for evaluating and coping with uncertainty. Corporate board members are also showing increasing interest in ensuring that the company has adequate strategies and that these are tested against actual results. While the organizational dynamics and […]
Buy Copies Buy CopiesIn today’s fast-changing, often bewildering business environment, formal systems for strategic planning have become one of top management’s principal tools for evaluating and coping with uncertainty. Corporate board members are also showing increasing interest in ensuring that the company has adequate strategies and that these are tested against actual results. While the organizational dynamics and the sophistication of the strategic planning process vary widely among companies, the process almost invariably culminates in projected (commonly five-year) financial statements.
A version of this article appeared in the May 1981 issue of Harvard Business Review.
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