The conclusions reached in this article are based on systematic observations of 11 organizations over a three‐year period. Examples have been selected from these observations and…
Abstract
The conclusions reached in this article are based on systematic observations of 11 organizations over a three‐year period. Examples have been selected from these observations and from secondary sources. Support for primary data collection was provided by the Division of Research, Graduate School of Business Administration, Harvard University.
With no conceptual basis, financial goals can only be haphazardly incorporated into the planning process. A recent survey of 60 large Canadian companies points out that there is…
Abstract
With no conceptual basis, financial goals can only be haphazardly incorporated into the planning process. A recent survey of 60 large Canadian companies points out that there is little understanding of the “dynamics and interdependencies” for reconciling goals and for making them more congruent with the goals of most managers. Indeed, in 1977 the Journal of Finance stated that a “fully integrated theory on corporate financial decisions has not yet been developed” — a statement which has to date gone unchallenged.
One of the greatest frustrations you can experience as a CEO or manager is the feeling of being powerless to help your organization implement a strategy that you know is…
Abstract
One of the greatest frustrations you can experience as a CEO or manager is the feeling of being powerless to help your organization implement a strategy that you know is sound—even brilliant. Has it occurred to you that you or your advisors or consultants might be the cause of this strategic management impotence?