Strategy: Failing to plan is planning to fail

Atkinson, Philip
January 2004
Management Services;Jan2004, Vol. 48 Issue 1, p14
Academic Journal
The article suggests that too many organizations have failed to create a strong business strategy to outwit their competitors, dominate market intelligence, and retain existing customers and market share while at the same time attracting the loyalty of new customers. The author highlights the importance of rediscovering the strategic review and developing it into a tangible business plan. There have always been two divergent views on Strategic Planning initiated between the two giant thinkers on the subject, Henry Minztberg and Michael Porter. The issue is whether the strategic process evolves or can be planned with analytical detail following a sequenced set of steps or processes. To get to the real core of the subject any business, commercial or otherwise, will have to appraise the services they currently provide and the nature and changing dynamics of their market. In turn they must investigate how the market is changing not just in terms of what the business is offering, but what other businesses are offering. Clearly, using the Strategy Grid is critical in helping shape the future of the business. In too many businesses, strategy is talked about but has little real life. In organizations that have committed to this process some have gone on to work further with sophisticated models.


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