Abstract
The widely accepted theory of corporate strategic planning is simple: using a time horizon of several years, top management reassesses its current strategy by looking for opportunities and threats in the environment and by analyzing the company’s resources to identify its strengths and weaknesses. Management may draw up several alternative strategic scenarios and appraise them against the longterm objectives of the organization. To begin implementing the selected strategy (or continue a revalidated one), management fleshes it out in terms of the actions to be taken in the near future.
Reproduced by permission of the Harvard Business Review. “Strategic Planning in Diversified Companies” by Richard F. Vancil and Peter Lorange (January/February 1975). Copyright © 1976 by the President and Fellows of Harvard College; all rights reserved.
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© 1997 Springer-Verlag Berlin Heidelberg
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Vancil, R.F., Lorange, P. (1997). Strategic Planning in Diversified Companies. In: Hahn, D., Taylor, B. (eds) Strategische Unternehmungsplanung / Strategische Unternehmungsführung. Physica, Heidelberg. https://doi.org/10.1007/978-3-662-41482-8_36
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DOI: https://doi.org/10.1007/978-3-662-41482-8_36
Publisher Name: Physica, Heidelberg
Print ISBN: 978-3-662-41483-5
Online ISBN: 978-3-662-41482-8
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