Putting value on a strategy

Article Abstract:

Problems concerning corporate decisions appraisal can be rectified by linking financial and strategic analysis. A 2-year research project with British Petroleum managers shows how the use of value management can unite key elements of strategic and financial planning. Value management was introduced because managers felt unable to cope with Return on Capital Employed as a means to measure corporate performance. Managers from 4 other companies were researched to see how they perceived financial and strategic analysis. It showed that managers are unable to formulate a simple framework to link the 2 processes.

Research, Financial management

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Using strategic planning to drive strategic change

Article Abstract:

The utilization of strategic planning as a deliberately structured learning process to generate strategic change is discussed through a case history. It involved a telecommunications company, the Dowty CASE, as it highlights the difficulties of translating strategic planning into action due to the weaknesses of its academic background. After tracing the attempts involved in the realization of the process, it was found that the failure of strategic planning does not lie on the failure of its tools but on the inability of managers to see it as part of the whole strategic change process.

Planning, Telecommunications services industry, Telecommunications industry, Dowty PLC

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Why strategic intent should drive relocation

Article Abstract:

Relocation management that is driven by strategic intent brings relocation activities in line with an organization's long-term goals. The operational relocation management process should entail line managers overt involvement in human resources relocation management. Relocation that is explicitly linked to strategic intent encourages organizations to regularly audit their locations and key personnel. This will prepare organizations in managing relocation when required.

Employee relocation

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