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Paradigm Revolution (Planning Review, 1983)

Paradigm Revolution (Planning Review, 1983)

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Published by Lewis J. Perelman
THE WORLD OF corporate strategy is in upheaval. A new paradigm is overturning
traditional notions not only of the practice
of strategic planning, but of the very meaning of "strategy." It will revolutionize the structure of corporate organizations, as well as the roles and effectiveness of managers.
THE WORLD OF corporate strategy is in upheaval. A new paradigm is overturning
traditional notions not only of the practice
of strategic planning, but of the very meaning of "strategy." It will revolutionize the structure of corporate organizations, as well as the roles and effectiveness of managers.

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Categories:Types, Business/Law
Published by: Lewis J. Perelman on Jul 21, 2013
Copyright:Attribution Non-commercial

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06/16/2014

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Lewis
J.
Perelman
is
presidentofStrategicPerformance Services,
aamsultingfirm
in
Alexandria,Virginia. Continued
on
page
42
sharesofcorporatestock.And,ratherthan generatingacollectionofadhocstrategiesforeach businessunitandcorporateoffice,theemerging approachemphasizes"strategyforstrategy"-the processofchoosing,integrating,coordinating,and revisingstrategies,whichleadstoacoherentsrrategic thrustforthecorporationasawhole. Thistransformationofthinkingaboutstrategy willhaveabigimpactontheroleofcorporate planningstaffandconsultants.PeterDruckerhas longheldthatstaffpositionsshouldbefewin numberandmainlytemporaryassignmentsfor linemanagers,notfull-timeprofessionalslots.His viewisincreasinglyechoedbycontemporaryman agementexperts. KenichiOhmaecriticizestheseparationofbrain frommuscleinthetypicalAmericancorporation, anditsSovietstyleofplanning.TomPetersand BobWaterman,intheirbest-sellingIn
Searchof
Excellence,
assertthatlong-rangeplanningiseither irrelevantordownrighthostiletosuperiorcorporate performance.Inhiswatershedarticlelastyearin
Fortune
onthedisreputeofstrategyconsultants, WalterKiechellllobservedthat"somecorporations areapparentlycoming
to
believewhatthewisest amongthemhavealwayssuspected:anoperating managerishisownbeststrategist."Asaresulta numberofcompanies,includingsuchpioneersof formalplanningsystemsasGeneralElectric,have drasticallycutplanningstaffs.
T
HEWORLDOF
corporatestrategyisinup heaval.Anewparadigm
is
overturning traditionalnotionsnotonlyofthepractice ofstrategicplanning,butoftheverymeaningof "strategy."Itwillrevolutionizethestructureof corporateorganizations,aswellastherolesand effectivenessofmanagers. Onthewayoutareannualstrategicplanning rituals,professionalplanningstaffs,portfolio management,andstrategymarrices.Academiccon ceptsofstrategyarebitingthedust,andfast disappearingisthenotionofreturnonequityas aprincipalmeasureofperformance.Alsoonthe endangeredlististhefragmentationofstrategy intosuchdiscretecategoriesasmarketing,opera tions,distribution,pricing,mergers/acquisitions, humanresources,publicrelations,andgovernment affairs. Theoldschoolofcorporatestrategyisbeing replacedbyarevolutionaryparadigm-onethat
is
softer,inthesenseofbeingmorecomplex,non linear,holistic,humanistic,andpolitical.
in
thesoftmodel,strategybecomesacharacteristicof managerialperformanceratherthanadictumthat getsboundintonotebooksandgathersdustonthe shelf.Thespotlight
is
nowonday-to-dayexecutive decisionsmadebyresponsiblelinemanagersrather thanonacademicexercisesperformedbystaffor consultants.Thenewmodelrealizesthatthemodem corporationmustpursuemultipleobjectives,not simplymaximumROE,andthatitmustservethe interestsofstakeholdersbesidesthosewhoown
ParadigmRevolution
By
Lewis].
Perelman
EDITORIAL
November PlanningReview
1983
4

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