Current Thinking on Strategic
Planning and Implementation
Cap Gemini Ernst & Young
July 2001
We’re trying to answer two questions
• How do global, multi-business line companies develop strategy?
– Focused on the role of the corporate centre in helping companies make, communicate and
implement strategies.
• What is the latest thinking on how these companies should develop strategy?
– What does “good” look like?
– Best practice?
– Useful approaches?
It is intended to foster discussion about how to address the key challenges.
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Document structure
• Corporate Strategic Planning?:
– Why Do It?
– How Does It Happen?
– What Does It Look Like?
– What Are Some of the Pitfalls?
• Evolving Ideas on What “Good” Looks Like
• Implementing Strategic Intent
• Company Examples
• Implications for Global, Multi-business Companies
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Corporate Strategic Planning
• Why Do It?
• How Does It Happen?
• What Does It Look Like?
• What Are Some of the Pitfalls?
Why have a corporate strategic planning function?
• To be the custodian of the overall best interests of the corporation:
– Maximise the overall performance of the business portfolio
– Manage trade-offs across the business
– Tee-up investment/resource-allocation choices and decisions
• To set the “boundaries” of the company:
– What’s in the portfolio
– Manage merger and acquisition activity
• To steer and influence “strategy making”:
– Influence managers in the business unit
– Determine key mechanisms (planning procedures, hurdle rates, control processes,
organisational processes)
– Develop culture in which business units propose and implement strategy.
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How does it happen?
Formal Strategic
Planning Process
Opportunistic
Process
And/Or
•
Set calendar
•
One-off event or process
•
Links corporate and BU
strategic plans
•
Possibly triggered by
internal or external changes
•
Linked to planning and
budgeting cycle
•
Could be managed
internally, or draw on
external help
•
May or may not be linked to
planning and budgeting
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What does it look like?
It’s very Varied
Centre very involved
in BU strategies
Centre very detached
Elaborate planning
systems
No planning systems
Strategic discussions
very structured and
formal
Strategy discussions
ad hoc and informal
Centre initiates and
executes acquisitions
Centre reacts to BU
acquisition proposals
etc
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What are the pitfalls?
Pitfall
Habits of Mind
Barons
Interference
Exercise in Cleverness
Bureaucracy
Hockey-sticks
Lip Service
Control Games
Moving the Goalposts
“Yes, Chairman”
Strategy and Inaction
Definition
• Tunnel vision, blindspots, or enthusiasms about the right strategy
• Senior group executives fight to build up their own territories with little regard for the
corporate interest
• Corporate influence over business unit strategies seen as arbitrary, unpredictable,
indiscriminate or uninformed
• Fall into an adversarial mode in which corporate and business levels try to score
points off each other
• Seen as a planning exercise, a repetitive annual event that adds little value
• Over-optimistic projections which reduce the value, and credibility of planning and
control
• Disconnect between strategic goals and what really influences promotion and
financial rewards—people pay lip-service to the strategy
• Control objectives can become ends in themselves and gamesmanship to meet
defined targets can damage long term business health
• Shifting strategic objectives
• Studies arrive at conclusions that already enjoyed wide support in the business
• Communication and consensus-building is not an integral part of the strategic
decision making process
Source: Michael Goold and Andrew Campbell, Strategies and Styles, 1987.
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Evolving Ideas on What “Good”
Looks Like
This section is a “potted history” of ideas about “good”
strategic management
Hamel
Hax and Majluf
Mintzberg
Goold & Campbell
1987
1988
1989
1990
1991
1992
1993
1994
1995
Markides
Kaplan & Norton
1996
1997
1998
Gratton
1999
2000
2001
T
H
E
Structure
and roles.
Formalised
planning
process.
A “looser”
role for
strategic
planning.
How to
operationalise
strategy.
Be creative.
Be different.
“People”
focus.
M
E
S
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GOOLD & CAMPBELL
Goold and Campbell tried to describe the best role for the
corporate centre
• How the centre should add value to the businesses.
• What sort of relationship it should have with business unit managers.
• How it should manage the process for making strategic decisions.
But they found no “ right answer”—no single, universal to good strategic
management.
Source: Michael Goold and Andrew Campbell, Strategies and Styles, 1987. Goold & Campbell identified 8 strategic management styles, of which the above 3 were the most commonly used.
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GOOLD & CAMPBELL
Instead they found different—but valid—strategic
management styles
Framework to Describe Strategic Management Styles
High
Centralised
Planning Influence
8 different
strategic
management
styles
Strategic
planning
Strategic
programming
Strategic
venturing
Strategic
control
Financial
control
Tight Strategic
Degree to which centre
shapes strategies
•
Measure of top-down
involvement
•
About input to decision
Financial
programming
Holding
company
Flexible Strategic
•
Low
Tight Financial
Control Influence
•
•
•
Targets the centre agrees with BUs
How centre reacts to results
About outputs of decisions
Source: Michael Goold and Andrew Campbell, Strategies and Styles, 1987. Goold & Campbell identified 8 strategic management styles, of which the above 3 were the most commonly used.
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GOOLD & CAMPBELL
The three most common styles were “strategic planning”,
“strategic control” and “financial control”
Strategic
Management
Style
Strategic Planning
•
The centre:
– Establishes extensive planning
process.
– Makes major contributions to
strategic thinking.
Management
Approach
– May have a corporate strategy
guiding BUs.
•
•
Company Examples •
•
Strategic Control
•
A variation on the Strategic
Planning style.
•
Centre prefers to leave
initiative in development of
plans to BU managers.
Financial Control
•
Centre’s influence
exercised mainly through
budgeting process.
•
Broad strategic direction
left to the business units.
•
Centre “checks quality” of
plans, rather than provides
direction.
•
Targets set for strategic
objectives (e.g. market
share) as well as financial
performance.
BOC
•
Courtaulds
•
BTR
BP
•
ICI
•
GEC
•
Hanson Trust
Less attention devoted to
control targets.
Cadbury Schweppes
Source: Michael Goold and Andrew Campbell, Strategies and Styles, 1987. Goold & Campbell identified 8 strategic management styles, of which the above 3 were the most commonly used.
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GOOLD & CAMPBELL
Successful companies matched their strategic management style
to the business circumstances
Characteristics of Companies with
successful decision-making
process
•
•
•
•
Match strategic management style to
the business circumstances
Diagnostic to help making strategic
management style to business
circumstances
•
– Diversity of the business portfolio, and
linkages between business units
Central managers close enough to
each business to be able to add
value
A free and open exchange of
information and views between the
centre and business units
Nature of the business:
– Size and payback of investments
– Stability of the competitive battle facing
the business
•
Resources in the organisation:
– Personality of the Chief Executive
– Skills and experience of senior managers
Shared commitment, energy and
purpose between all levels of
management.
– Degree of financial stress on the
organisation.
Source: Michael Goold and Andrew Campbell, Strategies and Styles, 1987. Goold & Campbell identified 8 strategic management styles, of which the above 3 were the most commonly used.
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HAX AND MAJLUF
Hax and Majluf focused on the process to develop a
strategic plan
They outlined two Major Cycles in the Strategic Planning Process
Strategic & Operational
Budgeting
Strategic Formulation
Corporate
Corporate
Business
Business
Functional
Functional
Source: A.C. Hax, N.S. Majluf: “The Strategy Concept and Process, A Pragmatic Approach,” 1996.
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HAX AND MAJLUF
They prescribed the whole strategic planning process
through to detailed budgets
Planning
Perspectives
Strategic and
Operational Budgeting
Strategy Formulation
Internal
Scrutiny
Environmental
Scan
Corporate
Strategy
Corporate Strategic Thrusts and
Performance Objectives
•
Horizontal Strategy and
Vertical Integration Revisited
•
Resource Allocation and
Portfolio Management
•
Budgeting guidelines
Budgeting
Consolidation and
Approval
Mission
Business
Strategy
Internal Scrutiny
Environmental Scan
Business
Budgeting
Environmental Scan
Functional
Budgeting
Proposed Strategy,
Programs, and
Budgets
Functional
Strategy
Internal Scrutiny
Proposed Strategy,
Programs, and
Budgets
Source: A.C. Hax, N.S. Majluf: “The Strategy Concept and Process, A Pragmatic Approach”, 1996.
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HAX & MAJLUF
In this view, “good” strategic management involves
following a disciplined process
• Same process regardless of the company’s business circumstances
• Strong focus on rational dimension, and data-driven approach
• Although prescriptive, probably reflects key elements of many strategic
management processes:
– Strategy cycle feeding in to planning and budgeting cycle
– Top-down and bottom-up iterations
– Corporate, business and functional dimension to strategy making and planning and
budgeting.
Source: Michael Goold and Andrew Campbell, “Strategies and Styles,” 1987.
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MINTZBERG
Mintzberg puts forward a very different view about “good”
strategy making and “good” strategic planning
Deliberate
Strategy
Emergent
Strategy
• Realisation of the strategy
•
•
•
•
• The strategy is identified from
matches the intended course of
action
Planned strategy
Strategy developed in a
formalised process
Essence of strategy formulation =
analysis
Provides the organisation with a
sense of purposeful direction.
patterns of consistencies
deserved in past behaviour despite, or in the absence of,
intention
• Strategy develops inadvertently:
–Without conscious intention of senior
management
–Often through a process of learning
• Synthesis of past and current
behaviour
• Essence of strategy formulation =
creative act of synthesising
experiences into a novel strategy.
Source: Henry Mintzberg, “The Fall and Rise of Strategic Planning”, Harvard Business Review, Jan–Feb.1994.
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MINTZBERG
For Mintzberg, successful strategy making is looser,
messier, and more creative than “conventional” planning
• Strategy making needs to function
beyond the boxes:
– Understand the difference between strategic
planning and thinking
Search all those strategic
planning diagrams, all those
interconnected boxes that
supposedly give you
strategies, and nowhere will
you find a single one that
explains the creative act of
synthesising experiences
into novel strategies
– Strategic thinking involves intuition and
creativity.
• Strategies often cannot be developed on
schedule and immaculately conceived:
– Must be free to appear at any time and at any
place in the organisation
– Typically through messy processes at informal
learning
– By people at various levels who are deeply
involved with the specific issues at large.
Source: Henry Mintzberg, “The Fall and Rise of Strategic Planning”, Harvard Business Review, Jan–Feb.1994.
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MINTZBERG
He saw five roles for strategic planners
Role
Specifics
• Codify - clarify and express - the strategies in terms sufficiently clear to
Strategic Planning
Communication & Control
Finding Strategy
make them fully operational.
• Elaborate them into sub-strategies, ad hoc programmes, and action
plans.
• Convert them - e.g. consider their effects on budgets and performance
controls.
• Communicate strategic intentions - via programmes, schedules, budgets
• Control pursuit of them
• Gain support of influential outsiders
• Help managers find fledgling strategies:
• Find patterns
• Discover new ways of doing or perceiving things
Analysis
• Analyse specific issues
• Provide simple, alternative conceptual interpretations of the world
Catalyst
• Encourage managers to think about the future in creative ways
• Get others to question conventional wisdom, and help people out of
conceptual ruts.
Source: Henry Mintzberg, “The Fall and Rise of Strategic Planning”, Harvard Business Review, Jan–Feb.1994.
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KAPLAN & NORTON
Kaplan and Norton—in the 90s—shifted the focus to
operationalising the strategy
• Kaplan and Norton, like others, linked shareholder value creation to strategy
to tangible measurable performance at a grass roots level
• Their unique insight was to balance the financial perspective against a
customer perspective, an internal business perspective, and an innovation
and growth perspective
• Power of approach is in integration:
– Links strategy to shareholder value creation through an integrated set of specific
objectives with clearly-defined measures
– Enables strategic goals to be translated into achievable, measurable objectives throughout
an organisation.
Source: Robert S Kaplan and David P Norton, “The Balanced Scorecard, Translating Strategy Into Action”, 1996.
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KAPLAN & NORTON
In 2001, Kaplan and Norton broadened the role of the
Scorecard to encompass mobilising and engaging people
• The new scorecard has a stronger mobilisation focus:
– Provides a mechanism for integrating the efforts of the whole organisation, involving all
employees in the strategy discussion
– Provides continuous feedback or the effectiveness of the strategy
– Mobilises change through executive leadership
• The most important broadening of the role is in the concept of the strategy
map:
– Provides the primary basis for conceptionalising how the strategy works
– Maps all the underlying dynamics through which strategy drives performance
• The strategy map is a visual tool to link the scorecard’s financial perspective
with new, broader customer, internal and learning and growth perspectives:
• Customer perspective - defines the customer value proposition that will
deliver the financial performance
– Internal perspective - outlines how internal operations and innovation will create customer
value
– Learning and growth perspectives show how to develop internal capabilities that the
internal processes need.
Source: Robert S Kaplan and David P Norton, “The Strategy-Focused Organisation: How Balanced Scorecard companies thrive in the new business environment.”
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HAMEL
Hamel’s most recent view is “good” strategy making is
about “information” and “revolution”
Key themes:
• Today’s business environment is in an ‘age of revolution’
• The status quo is doomed - the only chance for survival is innovation:
– Business concept innovation
– Innovation that changes the bases of competition in an industry
• Call to create permanent revolution:
– Continually challenge, refresh and overturn prevailing mindsets in an industry.
Too influenced by the dot.com bubble?
Source: Gary Hamel, “Leading the Revolution”, 2000.
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MARKIDES
Markides’ view is also about innovation—“good” strategy
making is about thinking and being different
Key themes:
• Companies need to continually explore new opportunities for strategic
innovation
• Strategy innovation is about exploiting unique strategic positions. To do this
companies need to answer some basic questions:
– What business are we in?
– Who are our customers? What will we offer them?
– How will we do this efficiently?
– What kind of organisation do we need to support our choices?
• Unusual success in business derives from doing unusual things
• The essence of strategy and competitive advantage is not doing the same
things as your successful competitors, but doing it differently.
Source: Constantinos Markides. “All the Right Moves”, 2000.
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GRATTON
And Gratton’s perspective is that “good” strategy making is
about capturing the emotional commitment of people
Key themes:
• A company’s capacity to perform is dependent on its ability to:
– Capture the emotional commitment of its members, and
– Integrate this commitment into complex modem of co-operation and collaboration
• Gratton proposes humanistic and action-orientated view of organisations:
– Humanistic : corporations are social entities that provide meaning and purpose for people
– Action-orientated : Companies exist not for the development of their employees, but to
perform business tasks and deliver on business goals
– Companies that successfully bridge those two ideas can enhance organisational
performance
• Gratton provides a six-step management process to link the nature and
aspiration of human beings with the performance of the organisation.
Source: Lynda Gratin, “Living Strategies: Putting People at the Heart of Corporate Purpose”, 2000
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So, “good” strategy making (from corporate view) is about . . .
Emerging Themes
. . . horses for courses (specific to each
company)
Situational Strategic
Management Styles
. . . following a disciplined, formal process
. . . “between the boxes” stuff (creativity,
learning)
. . . operationalising the strategy
A Formal Process
Fresh Creative
Thinking/Ideas
Operationalising the
Strategy
. . . mobilisation
. . . innovation
Being Different
. . . revolution
Buy-in and Mobilisation
. . . being different, being unusual
. . . capturing the emotional commitment of
people
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Implementing Strategic Intent
• Mintzberg’s Three Step Operation
• Balanced Scorecard
• Business Management Process
STRATEGIC IMPLEMENTATION
Having decided one’s strategy, implementing strategic
intent is essential for operational reality to follow
The tools to develop an appropriate organisational
strategy for change are well proven
•
However many businesses fail to deliver the strategy
they develop
•
Usually the fundamental business management process
is at fault – the bridge between strategy and operation is
not functioning
Strategy
•
Operational
Engine
Various models exist to ensure the machinery between
strategy and operational engine are effective:
Turning Vision into Reality
A powerful business strategy needs to be matched
by a powerful delivery mechanism in order to turn
vision into reality
High
Unfulfilled vision
Challenging
vision
No
vision
Pedestrian
vision
Power of Strategy
•
– Mintzberg’s three step operation
– Balanced scorecard
– Business management process.
Low
Low
Power of Delivery Method
High
To exploit an organisation’s capability and potential, the power of its strategy
needs to be matched by the power of its delivery mechanism and pace of
implementation.
Source: Alan Meeking, Business Strategy Review, Winter 1994.
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STRATEGIC IMPLEMENTATION: MINTZBERG’S THREE STEP OPERATION
Strategic planning must be differentiated from strategic
thinking
Strategic Planning Overview
What is Strategic Planning?
•
•
Strategic Planning Issues
•
Strategic planning is defined as “the
process by which an organisation
envisions its future and develops the
necessary procedures and operations to
achieve the future… it requires the clear
setting of goals and objectives which
provide the organisation with its core
priorities and a set of guidelines for
virtually all day-to-day managerial
decisions”
Many companies have a problem with
the actual planning system. It often
breaks down because of faulty
preparation and implementation
– Line managers not involved
– Business units not designed correctly
– Action steps not defined in detail
– Strategic plans not integrated with other
organisational controls like budgeting
– Objectives not defined properly by top
management
It is a structured process that organises
and co-ordinates activities of managers
who do the planning.
•
However, the “how to do it” in practice
varies significantly between companies –
there is no one “right” solution.
What is Strategic Thinking?
•
This is the creation of new business
strategies in either a formal or informal
setting.
Source: “The Fall and Rise of Strategic Planning”, Henry Mintzberg, HBR, Jan-Feb 1994.
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STRATEGIC IMPLEMENTATION: MINTZBERG’S THREE STEP OPERATION
Strategic planning can be used to programme and
operationalise a company’s strategies in three steps
Codification
•
Elaboration
Strategies must be clarified and
expressed in terms sufficiently clear to
render them formally operational, so
their consequences can be worked out
in detail
•
•
Care and attention to detail is essential
so as not to lose nuance and subtlety
•
E.g. Build four new factories and hire
200 new workers.
•
E.g. A broad vision like “capturing the
market for a new technology” is very
different from a specific plan to
“increase market share to 35%,
focusing on the high end”.
•
Co-ordination of strategy and
formalisation into an operational
plan.
Codified strategies need to be broken
down into substrategies and adhoc
programs as well as overall action
plans specifying what must be done to
realise each strategy
Conversion
•
Consider the effects of changes on the
organisation’s operations e.g effects on
budgets and performance controls
•
Objectives need to be restated and
budgets reworked, policies and
standard operating procedures
reconsidered to take into account the
consequences of the specific changes.
Programing of strategy in this way will also gain the tangible as well as
moral support of influential outsiders such as financiers, suppliers and
governmental agencies.
Source: “The Fall and Rise of Strategic Planning”, Henry Mintzberg, HBR, Jan-Feb 1994.
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STRATEGIC IMPLEMENTATION: BALANCED SCORECARD
The balanced scorecard facilitates the development of
strategic planning through to an operational plan
• The four management processes on the scorecard separately, and in
combination, contribute to the linking of long-term strategic objectives with
short-term actions.
Managing Strategy: Four Processes
Translating the vision
• Clarifying the vision
• Gaining consensus
Communicating and linking
• Communicating and
educating
• Setting goals
• Linking rewards to
performance measures
Balanced
Scorecard
Feedback and learning
• Articulating the shared vision
• Supplying strategic feedback
• Facilitating strategy review and learning
Business planning
• Setting targets
• Aligning strategic initiatives
• Allocating resources
• Establishing milestones
Source: “Using the Balanced Scorecard as a Strategic Management System”, Kaplan and Norton, HBR, Jan-Feb 1996.
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STRATEGIC IMPLEMENTATION: BALANCED SCORECARD
The balanced scorecard facilitates the development of
strategic planning through to an operational plan
Communicating and
Linking
Translating the Vision
•
Helps managers build a
consensus around the
organisation’s vision and
strategy, in order for people to
act on becoming “best in
class”, “number one
supplier”. Statements must
then be translated into
operational terms that provide
useful guides to action at the
local level.
•
Lets managers communicate
their strategy up and down
the organisation and links it to
departmental and individual
objectives
– E.g An oil company uses the
scorecard as the basis of
calculating incentive
compensation.
•
Traditionally departments are
evaluated by their financial
performance and individual
incentives are tied to short
term financial goals
•
The scorecard gives
managers a way of ensuring
that all levels of the
organisation understand the
long term strategy.
Business Planning
•
•
Almost all organisations are
implementing a variety of
change programs. Managers
have difficulty integrating
diverse initiatives to achieve
their strategic goals, leading
to frequent disappointment
When managers use the
ambitious goals for balanced
scorecard measures as the
basis for allocating resources
and setting priorities, they
undertake only the initiatives
that help achieve their long
term strategies.
Feedback and Learning
•
Existing feedback and review
tends to focus on whether
company/department/
employees have met their
budgeted goals
•
With balanced scorecard a
company can monitor short
term results from three
additional perspectives –
customers, internal business
processes and learning and
growth – and evaluate
strategy
•
Strategies can therefore be
modified to reflect real-time
learning.
Source: “Using the Balanced Scorecard as a Strategic Management System”, Kaplan and Norton, HBR, Jan-Feb 1996.
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STRATEGIC IMPLEMENTATION: THE BUSINESS MANAGEMENT PROCESS
The business management process is dynamic and is built
up in stages
The Business Management Process (BMP) Framework
2
Key Performance
Indicators
Customer and
Shareholder
Needs
3
1
Performance
Targets
Strategic
Business
Objectives
4
6
Structured
Review
Gap Analysis
5
Improvement
Initiatives
7
Linkage
•
The business management process is a framework to facilitate operationalisation of an organisation’s strategy
•
Its elements do not have to be implemented concurrently or in full to start producing an operational benefit and
organisational learning
•
The framework is founded on the premise of Plan-Do-Review – new strategic objectives are set in the light of
achievement and experience hence, institutionalising continuous improvement.
Source: “Implementing Strategic Intent: The Power of an Effective Business Management Process”, Alan Meeking, Business Strategy Review, Vol. 5 No. 4.
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STRATEGIC IMPLEMENTATION: THE BUSINESS MANAGEMENT PROCESS
The seven elements of the business management process
allow incremental progress to be achieved and reviewed
Business Management
Process Framework
1
2
3
4
5
1. Strategic Business
Objectives
2. Key Performance
Indicators
•
Setting objectives based on needs of
organisation’s primary stakeholders
(customers and shareholders)
•
Translating these needs into a limited
number of strategic business
objectives to be achieved in a given
time period.
6
•
Introducing a balanced set of KPIs
related directly to the strategic
business objectives linked top-tobottom throughout the organisation
and derived from the root causes and
key drivers of operational and
financial performance.
3. Performance Targets
•
Setting challenging targets against
the KPIs as a spur to achievement
and as a foundation for systematic
progress review
•
Targets must be cascaded
throughout the organisation, broken
down into sub-targets for shorter
time windows and communicated
visually.
7
4. Gap Analysis
•
Identifying the performance or
capability gaps that must be closed
in order to deliver the targeted
performance levels, based on the
premise that you cannot have a
performance target without some
concept of the means for its delivery.
5. Improvement Initiatives
6. Structured Review
•
Developing a limited set of properly
planned resources and managed
improvement programs to close the
gaps in performance or capability
•
Implementing structured,
simultaneous and interactive review
of progress against both KPI targets
and improvement initiatives
•
Identifying, prioritising merging and
rationalising the large number of
existing initiatives thereby releasing
energy, resources and goodwill
across the organisation.
•
KPIs are reviewed at an appropriate
frequency
•
Performance information is factual
and is simply presented
•
Focus is an action not on excuses
•
Follow up is well planned and
conspicuous.
7. Linkage
•
Replicating the basic BMP framework
at each review level and connecting
the organisation top-to-bottom
through cascaded KPIs and
structured review.
The critical elements of this system are structured review and top-to-bottom
linkage.
Source: “Implementing Strategic Intent: The Power of an Effective Business Management Process”, Alan Meeking, Business Strategy Review, Vol. 5 No. 4.
Cap Gemini Ernst & Young • Proprietary and Confidential
LSLab6.07.01ab
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STRATEGIC IMPLEMENTATION: THE BUSINESS MANAGEMENT PROCESS
Improved performance using the business management
process
Reasons for BMPs
Success
•
•
•
•
Top-to-bottom attention is
directed on achieving the
organisation’s key objectives
Shortfalls in performance are
promptly and systematically
addressed
A continuous cycle of
planning, objective-setting,
achievement and review
drives organisational learning
and continuous improvement
Activities not contributing to
key business objectives are
quickly identified and
eliminated, releasing
resources for more productive
use.
Potential Pitfalls
•
The Pull-Through Effect of KPIs and BMP
Barriers to change
– Managerial frustration
– Staff cynicism
– Lack of resources
•
Lack of support from the top.
Business
Need
Effective
Leadership
Critical Success Factors
•
Support from the top
•
Target the enthusiastic first
•
External help in
implementation to start the
process off and move it to the
point where improvement is
self-sustaining.
“The whole process gives a substantial boost to
managerial productivity. Anything up to a 10fold cut in unproductive meeting time is
common place” Alan Meekings
Source: “Implementing Strategic Intent: The Power of an Effective Business Management Process”, Alan Meeking, Business Strategy Review, Vol. 5 No. 4.
Cap Gemini Ernst & Young • Proprietary and Confidential
LSLab6.07.01ab
- 35 -