 The Difference between Goal, Strategy, Tactics and ExecutionMatthias Kolbusa ()
Chapter 1 in Implementation Management, 2013, pp 1-24 from Springer Abstract: Abstract Creating genuine success out of strategies and changes sounds good and also seems plausible. Strategies are developed to initiate change processes, which in turn lead to success. Simple! It is, however, legitimate to ask what strategies are and what distinguishes change. Are we talking about goals or processes aimed at achieving a desired goal? Are we moving within the framework of visions and missions, which first need room to develop their full potential before it is possible to gradually transfer them into a grid of terms? In my experience it makes great sense to consider the meaning of the key terms used before embarking on a change process Change process . All too often I have experienced the confused discussions which can ensue within companies if there is no authoritative common basis of understanding. And, all too often, the result are incorrect decisions or the charting of false courses for the future, which in turn unnecessarily complicate the implementation of strategies or change programmes or even make them absolutely impossible. Keywords: Product Management; Strategy Option; Commercial Purpose; Balance Scorecard; Strategic Option (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:spr:mgmchp:978-3-642-42036-8_1 Ordering information: This item can be ordered from DOI: 10.1007/978-3-642-42036-8_1 Access Statistics for this chapter More chapters in Management for Professionals from Springer |
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