Abstract
Part I of this book argues that the business plan is not a suitable guide for many new enterprises. This is not, however, a criticism of all forms of planning. Some forward thinking is clearly required for any venture and, in any case, planning is not a simple issue. It can take many different forms — so a criticism of one form is not necessarily a criticism of another.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
Notes
Quoted in H. Mintzberg, The Rise and Fall of Strategic Planning (Hemel Hempstead: Prentice Hall, 1994) p. 120.
H. Mintzberg, The Rise and Fall of Strategic Planning (Hemel Hempstead: Prentice Hall, 1994) pp. 189 and 191.
H. Mintzberg, The Rise and Fall of Strategic Planning (Hemel Hempstead: Prentice Hall, 1994) p. 323.
J. Rowson and I. McGilchrist, Divided Brain, Divided World (London: RSA, February 2013) p. 17.
Author information
Authors and Affiliations
Copyright information
© 2013 Simon Bridge and Cecilia Hegarty
About this chapter
Cite this chapter
Bridge, S., Hegarty, C. (2013). Striking a Balance. In: Beyond the Business Plan. Palgrave Macmillan, London. https://doi.org/10.1057/9781137332875_19
Download citation
DOI: https://doi.org/10.1057/9781137332875_19
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-349-46194-3
Online ISBN: 978-1-137-33287-5
eBook Packages: Palgrave Business & Management CollectionBusiness and Management (R0)