TITLE

Marching into the Future Looking Backwards

AUTHOR(S)
Greener, Alan
PUB. DATE
January 2000
SOURCE
Logistics & Transport Focus;Jan/Feb2000, Vol. 2 Issue 1, p33
SOURCE TYPE
Trade Publication
DOC. TYPE
Article
ABSTRACT
The art of good strategic planning entails the marrying of what is 'probable' with what is 'possible.' An appropriate definition for strategic planning might be: the match between what 'can' be done, based on strengths and weaknesses, within the universe of what 'might' be done, based on opportunities and threats. Strategy is not a blueprint for success, nor a precise plan. Despite being surrounded on all sides by uncertainty, it is nevertheless possible to determine and define some clear statements which should embrace what the organization is intending to do and how it aims to do it. The organization's strategic plan should be developed through a properly structured process cycle. The importance of involving as many people in the development of the strategic plan cannot be overemphasized, for the intellectual capital of the people within an organization is the only truly unique, and therefore the greatest, asset the organization has.
ACCESSION #
11511847

 

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