• Corpus ID: 19222515

The Fall and Rise of Strategic Planning

@article{Mintzberg1994TheFA,
  title={The Fall and Rise of Strategic Planning},
  author={Henry Mintzberg},
  journal={Harvard Business Review},
  year={1994},
  volume={72},
  pages={107-114}
}
When strategic planning arrived on the scene in the mid-1960s, corporate leaders embraced it as “the one best way” to devise and implement strategies that would enhance the competitiveness of each business unit. True to the scientific management pioneered by Frederick Taylor, this one best way involved separating thinking from doing and creating a new function staffed by specialists: strategic planners. Planning systems were expected to produce the best strategies as well as step-by-step… 
STRATEGIC PLANNING IN INFORMATION RESOURCES MANAGEMENT
The fi eld of strategic management has offered a variety of frameworks and concepts for the past years, many with the declared aim of “taking business and its management seriously”. Strategic
Strategic Thinking and Strategic Planning: Two Pieces of the Same Puzzle
An organization’s strategy consists of many factors that form a formula or road map to provide guidance concerning the organization’s goals, how it will go about attaining these goals, and the
Corporate Strategic Planning
Corporate strategic planning may serve enterprises as an answer to the challenge made by an increasingly complex business environment. The general aspects of strategy development, such as strategic
Dynamic Strategic Planning: Achieving Strategic Flexibility Through Formalization
In this article, we present findings on strategic thinking and decision making that result from a series of interviews with executives from six firms in the forest products industry. Drawing from
Can Strategic Planning Make Strategy More Relevant and Build Commitment Over Time? The Case of RACC
This paper illustrates that the way a company approaches strategic planning has major implications on the development of strategy. Lessons are inductively derived from the evolution of strategic
Modern strategic management: balancing strategic thinking and strategic planning for internal and external stakeholders
The later years of the 20th century were spent searching for new strategy paradigms as managers and researchers sought to resolve the intricacies of customising strategy process and content to
IS Strategic Planning for Operational Efficiency
  • G. Philip
  • Business, Computer Science
    Inf. Syst. Manag.
  • 2007
TLDR
It is argued that, despite the constant economic upheaval and incessant technological changes, strategic planning for information systems is still a useful and critically important exercise for all organizations.
Strategic planning, strategic goals and group decision support systems: a Business School case study
In the deregulated conditions governing Australian Universities, Curtin Business School (CBS) attempted to determine its future in a far more deliberate and "intentional" mode than had previously
Reporting for strategic control
A common complaint about strategic plans is that, once developed, they tend to be largely forgotten until the next planning cycle. At that time a review is made of the progress to strategic goals.
Plan or Be Planned for: The Growing Significance of Strategic Planning
TLDR
Since the mid-1960s, corporate leaders have been using strategic planning as the “one best way” to design, create, and realize their organizations’ future as its emphasis on the formulation of strategies sets it far apart and ahead of any other planning technique.
...
1
2
3
4
5
...

References

SHOWING 1-7 OF 7 REFERENCES
Strategic planning for every manager.
  • P. Reeves
  • Medicine
    Clinical laboratory management review : official publication of the Clinical Laboratory Management Association
  • 1990
TLDR
Each decision in strategic planning consists of a sequence of decisions that applies in all cases, and the effort involved in reaching each of these decisions varies with the size and complexity of the organization.
Institutionalizing Innovation: A Study of Organizational Learning Systems
The article reviews the book “Institutionalizing Innovation: A Study of Organizational Learning Systems,” by Mariann Jelinek.
A Study of Organizational Learning Systems (New York: Praeger, 1979), p
  • 139. Henry Mintzberg is professor of management at McGill University in Montreal, Quebec, and visiting professor at INSEAD in Fontainebleau, France. This article, his fifth contribution to HBR, is adapted from his latest book, The Rise and Fall of Strategic Planning
  • 1994
The State of Strategic Thinking,
  • Economist, May
  • 1987
Roles of the CEO in Strategic Planning and Control Processes,” in a seminar on The Role of General Management in Strategy Formulation and Evaluation, cosponsored by E.S.S.E.C., E.I.A.S.M., and I.A.E
  • (Cergy, France: April
  • 1980
Roles of the CEO in Strategic Planning and Control Processes , ” in a seminar on The Role of General Management in Strategy Formulation and Evaluation , cosponsored by E
  • 1979