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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Institutional Knowledge at Singapore Management University
2019
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sg-smu-ink.ami-11282020-04-14T04:05:58Z Redefining corporate strategies and functions JOSHI, Havovi 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. 2019-11-01T07:00:00Z text application/pdf https://ink.library.smu.edu.sg/ami/129 https://ink.library.smu.edu.sg/context/ami/article/1128/viewcontent/From_The_Editor_1301.pdf http://creativecommons.org/licenses/by-nc-nd/4.0/ Asian Management Insights eng Institutional Knowledge at Singapore Management University company strategies Business Administration, Management, and Operations Strategic Management Policy |
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Singapore Management University |
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SMU Libraries |
| continent |
Asia |
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Singapore Singapore |
| content_provider |
SMU Libraries |
| collection |
InK@SMU |
| language |
English |
| topic |
company strategies Business Administration, Management, and Operations Strategic Management Policy |
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company strategies Business Administration, Management, and Operations Strategic Management Policy JOSHI, Havovi Redefining corporate strategies and functions |
| description |
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. |
| format |
text |
| author |
JOSHI, Havovi |
| author_facet |
JOSHI, Havovi |
| author_sort |
JOSHI, Havovi |
| title |
Redefining corporate strategies and functions |
| title_short |
Redefining corporate strategies and functions |
| title_full |
Redefining corporate strategies and functions |
| title_fullStr |
Redefining corporate strategies and functions |
| title_full_unstemmed |
Redefining corporate strategies and functions |
| title_sort |
redefining corporate strategies and functions |
| publisher |
Institutional Knowledge at Singapore Management University |
| publishDate |
2019 |
| url |
https://ink.library.smu.edu.sg/ami/129 https://ink.library.smu.edu.sg/context/ami/article/1128/viewcontent/From_The_Editor_1301.pdf |
| _version_ |
1794549767138705408 |