Charting your company's future
By: KIM, W. Chan
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Contributor(s): MAUBORGNE, Renee.
Material type: 
ArticlePublisher: jun.2002Harvard Business Review 80, 6, p. 77-83Abstract: Most strategic planning involves preparing dense documents filled with numbers and jargon. But building the process around a picture yields much better results. At most companies, the strategic-planning process involves preparing a large document with data culled from a mishmash of sources and replete with charts, tables, and spreadsheets. It's no wonder so few strategic plans turn into action: executies are paralyzed by the muddle. Here' a new approach, based not on creating a document but on drawing a picture: a strategic canvas. Aas that tale and others in the article teach us, executives to be coached should at the very least first receive a psychological evaluation. And company leaders should beware that executive coaches given free rein can end up wreaking personnel havoc
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
Most strategic planning involves preparing dense documents filled with numbers and jargon. But building the process around a picture yields much better results. At most companies, the strategic-planning process involves preparing a large document with data culled from a mishmash of sources and replete with charts, tables, and spreadsheets. It's no wonder so few strategic plans turn into action: executies are paralyzed by the muddle. Here' a new approach, based not on creating a document but on drawing a picture: a strategic canvas. Aas that tale and others in the article teach us, executives to be coached should at the very least first receive a psychological evaluation. And company leaders should beware that executive coaches given free rein can end up wreaking personnel havoc
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