Redefining corporate strategies and functions
Traditional corporate planning—marked by a march towards a series of deliverables, detailed spreadsheets that project costs and revenue into the future, and review meetings according to an annual calendar—is not enough to succeed in today’s business environment. Ken Favaro, Senior Partner at Booz &a...
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| Format: | text |
| Language: | English |
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Institutional Knowledge at Singapore Management University
2019
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| Online Access: | https://ink.library.smu.edu.sg/ami/129 https://ink.library.smu.edu.sg/context/ami/article/1128/viewcontent/From_The_Editor_1301.pdf |
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| Institution: | Singapore Management University |
| Language: | English |
| Summary: | Traditional corporate planning—marked by a march towards a series of deliverables, detailed spreadsheets that project costs and revenue into the future, and review meetings according to an annual calendar—is not enough to succeed in today’s business environment. Ken Favaro, Senior Partner at Booz & Company, warned leaders of the common trap of confusing vision, mission, purpose, plans or goals for the real work of strategy. He explained that if these five are the cart and strategy is the horse, leaders who put the cart ahead of the horse often end up with no horse at all. |
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