Operationalizing strategic planning

David M. Reid

Strategic Management Journal, 1989, vol. 10, issue 6, 553-567

Abstract: This article reports on a study which had the purpose of probing the reality of strategic planning, of highlighting some of its shortcomings then contrasting that reality with the literature‐based constructs which are taught in business schools worldwide. In this way it is shown that the benefits of strategic planning are not realized unless the process is totally integrated with current operations. This study shows that only rarely is strategic planning a live process within companies. However, to make an improvement is extremely difficult because frequently the commitment and energy does not exist in companies. As a result, many companies are failing to benefit from their strategic planning efforts and are thus failing to establish appropriate long‐term corporate positionings.

Date: 1989
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