Planning Review: Volume 20 Issue 5
Table of contents
Coping with a changing agenda
R. Christopher TaylorToday, business competition is like a duck shoot at twilight; you can barely see the target, which keeps moving and changing its profile, and you lose if you fail to hit it. Be…
Leadership's challenge: The new agenda for the '90s
James R. HoughtonCreating a new agenda to return American businesses to the fore‐front of worldwide competition requires nothing less than the reinvention of the corporation and a new style of…
The power of missions: Aligning strategy and culture
Andrew CampbellMission statements by themselves are of very little value. Some companies have good mission statements, but their management teams often lack a sense of purpose. In other…
Warren Bennis on rebuilding leadership
Marilyn NorrisSuccessful leaders of the future will be very different from those who have succeeded in the past. In his keynote address to The Planning Forum's International Conference, Dr…
Kissinger discusses the problems of success in a new world order
R. Christopher Taylor“If you compare what American leaders said in the 1940s and 1950s about our national ambitions, it corresponds almost totally with what happened between 1989 and 1991,” claimed…
Using total quality to put strategic intent into motion
Larry A. HustonThe '90s will be the decade of the business leader who can a) define one or two key competitive themes for the organization's payoff, and b) effectively focus scarce resources to…
Process improvement and management: A tool for strategy implementation
Alan P. BracheIt is more important for an organization to be cross‐functionally excellent than functionally excellent. If an organization wants to implement strategy, it must examine the…
Time‐based competition and beyond: Competing on capabilities
George StalkStrategies of the past and the present have been based on structural advantages — e.g., products and markets, geography and cost, technologies. These patterns explain much of the…
Speed and strategic choices accelerating decision‐making
Kathleen M. EisenhardtWhen was the last time you had enough information and enough time to make the kind of careful, clear, well‐thought‐out decision you would have liked to make? For most people it…
Re‐perceiving the future through the lens of the past
Peter SchwartzToday we find ourselves in an environment where we are constantly caught by surprise. Sometimes we miss profound opportunities because we fail to see them — and they are there to…
2020 Vision
Christopher MeyerWhy have the competitive rules changed — why have time and capabilities become the basis of competition? What are companies doing, specifically, to win in the new information…
Corporate turnarounds: From textbook to the trenches
Ann F. MonroeMany organizations can benefit from a turnaround mentality even if their balance sheet shows a turnaround in the cost sense is unnecessary. A turnaround mentality can re‐energize…
The new power of strategic alliances
Jordan D. LewisMany people think strategic alliances are another quick‐fix management toy that will soon be put away in the executive closet. That is far from the truth. A strategic alliance…
Continuous learning about markets
George S. DayWhen talking about continuous learning organizations, the word “continuous” bears emphasis. “Continuous” is used in the sense that one does not conduct a single study at a single…
Marketing's new paradigms: What's really happening out there
Philip KotlerMarketing has been defined by some as the art of getting and keeping customers. Much of marketing has been cast around the “getting” problem. We have neglected the “keeping”…
Corporate leadership in manufacturing
James B. KingWhat does corporate leadership in manufacturing mean? Where does leadership start? What I want to discuss is the process by which we can link strategic planning with tactical…
The dangers of death‐wish marketing
Kevin J. ClancyMarketing practices are generally unhealthy. Reports of marketing success are wildly and widely exaggerated. Indeed, marketing efforts and practices rarely succeed if one defines…
Building brand equity at the Clorox company
Jack RobertsonI want to share some concrete tips on how organizations can build and manage brand equities — particularly, how we do so at Clorox. My focus is primarily on packaged goods, but…