Streamline Your Plan Process
To meet complex global challenges, executives face key challenges to seteffective strategic visions. Too often the long-term plan itself becomesa lengthy process, thus delaying reaching tangible results. Executivescan get bogged down co-ordinating a plan for many diverse parts andfunctions of their...
Ausführliche Beschreibung
Gespeichert in:
| Autor*in: |
Sokol, Reuben J. [verfasserIn] |
|---|
| Format: |
E-Artikel |
|---|---|
| Sprache: |
Englisch |
| Erschienen: |
1994 |
|---|
| Schlagwörter: |
|---|
| Umfang: |
8 |
|---|
| Reproduktion: |
Emerald Fulltext Archive Database 1994-2005 |
|---|---|
| Übergeordnetes Werk: |
In: Management decision - Bingley : Emerald, 1967, 32(1994), 2, Seite 41-48 |
| Übergeordnetes Werk: |
volume:32 ; year:1994 ; number:2 ; pages:41-48 ; extent:8 |
| Links: |
|---|
| DOI / URN: |
10.1108/00251749410054800 |
|---|
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NLEJ219623503 |
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| 520 | |a To meet complex global challenges, executives face key challenges to seteffective strategic visions. Too often the long-term plan itself becomesa lengthy process, thus delaying reaching tangible results. Executivescan get bogged down co-ordinating a plan for many diverse parts andfunctions of their company. For example, linking a focused missionstatement to broad environmental or market perspectives is a majorchallenge to putting together a coherent plan; or the effects of naturalreiterations in the process are overlooked. Recommends several key waysto improve and quicken companies' strategic efforts, including: firsthighlight what is truly new within the business environment; involve avariety of functional experts, while targeting their efforts; use lessthan six core analyses; collapse the time to complete a plan, i.e.within two months. Benefits include saving time, communicating a clearerstrategic vision, avoiding hidden bias, focusing better on priorities,and getting results sooner. | ||
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10.1108/00251749410054800 doi (DE-627)NLEJ219623503 DE-627 ger DE-627 rakwb eng XA-GB Sokol, Reuben J. verfasserin aut Streamline Your Plan Process 1994 8 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier To meet complex global challenges, executives face key challenges to seteffective strategic visions. Too often the long-term plan itself becomesa lengthy process, thus delaying reaching tangible results. Executivescan get bogged down co-ordinating a plan for many diverse parts andfunctions of their company. For example, linking a focused missionstatement to broad environmental or market perspectives is a majorchallenge to putting together a coherent plan; or the effects of naturalreiterations in the process are overlooked. Recommends several key waysto improve and quicken companies' strategic efforts, including: firsthighlight what is truly new within the business environment; involve avariety of functional experts, while targeting their efforts; use lessthan six core analyses; collapse the time to complete a plan, i.e.within two months. Benefits include saving time, communicating a clearerstrategic vision, avoiding hidden bias, focusing better on priorities,and getting results sooner. Emerald Fulltext Archive Database 1994-2005 Corporate planning Cycle time Long-range planning Planning Strategic planning Time management In Management decision Bingley : Emerald, 1967 32(1994), 2, Seite 41-48 Online-Ressource (DE-627)NLEJ219579466 (DE-600)2023018-7 nnns volume:32 year:1994 number:2 pages:41-48 extent:8 http://dx.doi.org/10.1108/00251749410054800 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 32 1994 2 41-48 8 |
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10.1108/00251749410054800 doi (DE-627)NLEJ219623503 DE-627 ger DE-627 rakwb eng XA-GB Sokol, Reuben J. verfasserin aut Streamline Your Plan Process 1994 8 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier To meet complex global challenges, executives face key challenges to seteffective strategic visions. Too often the long-term plan itself becomesa lengthy process, thus delaying reaching tangible results. Executivescan get bogged down co-ordinating a plan for many diverse parts andfunctions of their company. For example, linking a focused missionstatement to broad environmental or market perspectives is a majorchallenge to putting together a coherent plan; or the effects of naturalreiterations in the process are overlooked. Recommends several key waysto improve and quicken companies' strategic efforts, including: firsthighlight what is truly new within the business environment; involve avariety of functional experts, while targeting their efforts; use lessthan six core analyses; collapse the time to complete a plan, i.e.within two months. Benefits include saving time, communicating a clearerstrategic vision, avoiding hidden bias, focusing better on priorities,and getting results sooner. Emerald Fulltext Archive Database 1994-2005 Corporate planning Cycle time Long-range planning Planning Strategic planning Time management In Management decision Bingley : Emerald, 1967 32(1994), 2, Seite 41-48 Online-Ressource (DE-627)NLEJ219579466 (DE-600)2023018-7 nnns volume:32 year:1994 number:2 pages:41-48 extent:8 http://dx.doi.org/10.1108/00251749410054800 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 32 1994 2 41-48 8 |
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10.1108/00251749410054800 doi (DE-627)NLEJ219623503 DE-627 ger DE-627 rakwb eng XA-GB Sokol, Reuben J. verfasserin aut Streamline Your Plan Process 1994 8 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier To meet complex global challenges, executives face key challenges to seteffective strategic visions. Too often the long-term plan itself becomesa lengthy process, thus delaying reaching tangible results. Executivescan get bogged down co-ordinating a plan for many diverse parts andfunctions of their company. For example, linking a focused missionstatement to broad environmental or market perspectives is a majorchallenge to putting together a coherent plan; or the effects of naturalreiterations in the process are overlooked. Recommends several key waysto improve and quicken companies' strategic efforts, including: firsthighlight what is truly new within the business environment; involve avariety of functional experts, while targeting their efforts; use lessthan six core analyses; collapse the time to complete a plan, i.e.within two months. Benefits include saving time, communicating a clearerstrategic vision, avoiding hidden bias, focusing better on priorities,and getting results sooner. Emerald Fulltext Archive Database 1994-2005 Corporate planning Cycle time Long-range planning Planning Strategic planning Time management In Management decision Bingley : Emerald, 1967 32(1994), 2, Seite 41-48 Online-Ressource (DE-627)NLEJ219579466 (DE-600)2023018-7 nnns volume:32 year:1994 number:2 pages:41-48 extent:8 http://dx.doi.org/10.1108/00251749410054800 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 32 1994 2 41-48 8 |
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10.1108/00251749410054800 doi (DE-627)NLEJ219623503 DE-627 ger DE-627 rakwb eng XA-GB Sokol, Reuben J. verfasserin aut Streamline Your Plan Process 1994 8 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier To meet complex global challenges, executives face key challenges to seteffective strategic visions. Too often the long-term plan itself becomesa lengthy process, thus delaying reaching tangible results. Executivescan get bogged down co-ordinating a plan for many diverse parts andfunctions of their company. For example, linking a focused missionstatement to broad environmental or market perspectives is a majorchallenge to putting together a coherent plan; or the effects of naturalreiterations in the process are overlooked. Recommends several key waysto improve and quicken companies' strategic efforts, including: firsthighlight what is truly new within the business environment; involve avariety of functional experts, while targeting their efforts; use lessthan six core analyses; collapse the time to complete a plan, i.e.within two months. Benefits include saving time, communicating a clearerstrategic vision, avoiding hidden bias, focusing better on priorities,and getting results sooner. Emerald Fulltext Archive Database 1994-2005 Corporate planning Cycle time Long-range planning Planning Strategic planning Time management In Management decision Bingley : Emerald, 1967 32(1994), 2, Seite 41-48 Online-Ressource (DE-627)NLEJ219579466 (DE-600)2023018-7 nnns volume:32 year:1994 number:2 pages:41-48 extent:8 http://dx.doi.org/10.1108/00251749410054800 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 32 1994 2 41-48 8 |
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10.1108/00251749410054800 doi (DE-627)NLEJ219623503 DE-627 ger DE-627 rakwb eng XA-GB Sokol, Reuben J. verfasserin aut Streamline Your Plan Process 1994 8 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier To meet complex global challenges, executives face key challenges to seteffective strategic visions. Too often the long-term plan itself becomesa lengthy process, thus delaying reaching tangible results. Executivescan get bogged down co-ordinating a plan for many diverse parts andfunctions of their company. For example, linking a focused missionstatement to broad environmental or market perspectives is a majorchallenge to putting together a coherent plan; or the effects of naturalreiterations in the process are overlooked. Recommends several key waysto improve and quicken companies' strategic efforts, including: firsthighlight what is truly new within the business environment; involve avariety of functional experts, while targeting their efforts; use lessthan six core analyses; collapse the time to complete a plan, i.e.within two months. Benefits include saving time, communicating a clearerstrategic vision, avoiding hidden bias, focusing better on priorities,and getting results sooner. Emerald Fulltext Archive Database 1994-2005 Corporate planning Cycle time Long-range planning Planning Strategic planning Time management In Management decision Bingley : Emerald, 1967 32(1994), 2, Seite 41-48 Online-Ressource (DE-627)NLEJ219579466 (DE-600)2023018-7 nnns volume:32 year:1994 number:2 pages:41-48 extent:8 http://dx.doi.org/10.1108/00251749410054800 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 32 1994 2 41-48 8 |
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To meet complex global challenges, executives face key challenges to seteffective strategic visions. Too often the long-term plan itself becomesa lengthy process, thus delaying reaching tangible results. Executivescan get bogged down co-ordinating a plan for many diverse parts andfunctions of their company. For example, linking a focused missionstatement to broad environmental or market perspectives is a majorchallenge to putting together a coherent plan; or the effects of naturalreiterations in the process are overlooked. Recommends several key waysto improve and quicken companies' strategic efforts, including: firsthighlight what is truly new within the business environment; involve avariety of functional experts, while targeting their efforts; use lessthan six core analyses; collapse the time to complete a plan, i.e.within two months. Benefits include saving time, communicating a clearerstrategic vision, avoiding hidden bias, focusing better on priorities,and getting results sooner. |
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To meet complex global challenges, executives face key challenges to seteffective strategic visions. Too often the long-term plan itself becomesa lengthy process, thus delaying reaching tangible results. Executivescan get bogged down co-ordinating a plan for many diverse parts andfunctions of their company. For example, linking a focused missionstatement to broad environmental or market perspectives is a majorchallenge to putting together a coherent plan; or the effects of naturalreiterations in the process are overlooked. Recommends several key waysto improve and quicken companies' strategic efforts, including: firsthighlight what is truly new within the business environment; involve avariety of functional experts, while targeting their efforts; use lessthan six core analyses; collapse the time to complete a plan, i.e.within two months. Benefits include saving time, communicating a clearerstrategic vision, avoiding hidden bias, focusing better on priorities,and getting results sooner. |
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To meet complex global challenges, executives face key challenges to seteffective strategic visions. Too often the long-term plan itself becomesa lengthy process, thus delaying reaching tangible results. Executivescan get bogged down co-ordinating a plan for many diverse parts andfunctions of their company. For example, linking a focused missionstatement to broad environmental or market perspectives is a majorchallenge to putting together a coherent plan; or the effects of naturalreiterations in the process are overlooked. Recommends several key waysto improve and quicken companies' strategic efforts, including: firsthighlight what is truly new within the business environment; involve avariety of functional experts, while targeting their efforts; use lessthan six core analyses; collapse the time to complete a plan, i.e.within two months. Benefits include saving time, communicating a clearerstrategic vision, avoiding hidden bias, focusing better on priorities,and getting results sooner. |
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<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01000caa a22002652 4500</leader><controlfield tag="001">NLEJ219623503</controlfield><controlfield tag="003">DE-627</controlfield><controlfield tag="005">20210707090723.0</controlfield><controlfield tag="007">cr uuu---uuuuu</controlfield><controlfield tag="008">090811s1994 xxk|||||o 00| ||eng c</controlfield><datafield tag="024" ind1="7" ind2=" "><subfield code="a">10.1108/00251749410054800</subfield><subfield code="2">doi</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627)NLEJ219623503</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-627</subfield><subfield code="b">ger</subfield><subfield code="c">DE-627</subfield><subfield code="e">rakwb</subfield></datafield><datafield tag="041" ind1=" " ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="044" ind1=" " ind2=" "><subfield code="c">XA-GB</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Sokol, Reuben J.</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Streamline Your Plan Process</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="c">1994</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">8</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">nicht spezifiziert</subfield><subfield code="b">zzz</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">nicht spezifiziert</subfield><subfield code="b">z</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">nicht spezifiziert</subfield><subfield code="b">zu</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">To meet complex global challenges, executives face key challenges to seteffective strategic visions. Too often the long-term plan itself becomesa lengthy process, thus delaying reaching tangible results. Executivescan get bogged down co-ordinating a plan for many diverse parts andfunctions of their company. For example, linking a focused missionstatement to broad environmental or market perspectives is a majorchallenge to putting together a coherent plan; or the effects of naturalreiterations in the process are overlooked. Recommends several key waysto improve and quicken companies' strategic efforts, including: firsthighlight what is truly new within the business environment; involve avariety of functional experts, while targeting their efforts; use lessthan six core analyses; collapse the time to complete a plan, i.e.within two months. Benefits include saving time, communicating a clearerstrategic vision, avoiding hidden bias, focusing better on priorities,and getting results sooner.</subfield></datafield><datafield tag="533" ind1=" " ind2=" "><subfield code="f">Emerald Fulltext Archive Database 1994-2005</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Corporate planning</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Cycle time</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Long-range planning</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Planning</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Strategic planning</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Time management</subfield></datafield><datafield tag="773" ind1="0" ind2="8"><subfield code="i">In</subfield><subfield code="t">Management decision</subfield><subfield code="d">Bingley : Emerald, 1967</subfield><subfield code="g">32(1994), 2, Seite 41-48</subfield><subfield code="h">Online-Ressource</subfield><subfield code="w">(DE-627)NLEJ219579466</subfield><subfield code="w">(DE-600)2023018-7</subfield><subfield code="7">nnns</subfield></datafield><datafield tag="773" ind1="1" ind2="8"><subfield code="g">volume:32</subfield><subfield code="g">year:1994</subfield><subfield code="g">number:2</subfield><subfield code="g">pages:41-48</subfield><subfield code="g">extent:8</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="u">http://dx.doi.org/10.1108/00251749410054800</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_USEFLAG_U</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-1-EFD</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_NL_ARTICLE</subfield></datafield><datafield tag="951" ind1=" " ind2=" "><subfield code="a">AR</subfield></datafield><datafield tag="952" ind1=" " ind2=" "><subfield code="d">32</subfield><subfield code="j">1994</subfield><subfield code="e">2</subfield><subfield code="h">41-48</subfield><subfield code="g">8</subfield></datafield></record></collection>
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