ABSTRACT
This chapter focuses on strategic planning, about which there is a greater quantity of literature than there is about strategic management (chapter 9); maybe ‘planning’ is an indefinite term used for many activities that have little strategic significance, and the addition of the adjective does not necessarily imply a shift in quality. Planning seems to be regarded sometimes as an ‘add-on’ activity that can be carried out as and when there is an opportunity, and its results noted or ignored as convenient. This misunderstands fundamentally the nature of strategic work, and may be why so much planning seems to have so little effect.
