Why most strategic planning is a waste of time and what can you do about it

Article Abstract:

Majority of successful corporations have achieved growth through 'planful opportunism' instead of through a visionary CEO's guidance. 3M, for instance, started its business as a mining firm, but accidentally transformed into an abrasives and sandpaper company. Likewise, Hewlett-Packard founders Bill Hewlett and Dave Packard did not expect that ink will be a key revenue generator for its computer peripherals business. These firms, together with other corporations, have developed dramatically not through a vision, but by planful opportunism.

Computer peripheral equipment, not elsewhere classified, Computer Auxiliary Equip, Computer and Peripheral Equipment Manufacturing, Mining & Extractive Industries, Mining, Methods, Management, 3M Co., MMM, Mining industry, Computer peripherals industry, Computer peripherals, Hewlett-Packard Co., HWP, Planning

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The SPACE Matrix: a tool for calibrating competition

Article Abstract:

The SPACE matrix, an invaluable tool for studying the competitive standing of an organization, utilizes financial strength and competitive edge, and industry strength and environmental stability, to establish the organization's vital status in the industry. The SPACE matrix may be employed as a standard for other investigations such as industry analysis or examining strategic alternatives.

Research, Decision-making, Decision making, Competition (Economics), Matrix organization

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Reconciling Western management ideas with Far Eastern realities

Article Abstract:

Western management theories can be reconciled with those of South-east Asian businesses, despite the differences that exist between them. Asian management is different, particularly in their need to understand the importance of the family, government and other networks and to appreciate conglomerates' role wherein western type financial markets and other financial institutions are weak.

Economic aspects, International aspects, Southeast Asia

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