desirability. Organization culture, strategic intent, and issues of strategy implementation are closely related. Outsourcing - may be defined as a practice by which one organization engages another to undertake specified services or to make particular products for it. Typically this is done where an enterprise decides that it cannot, or should not undertake activities that other companies (i) can do better or at a lower cost, (ii) to which these outsourced activities represent the core business, and (iii) for which their capability to provide the required outsourcing is their core competence. Pareto Principle - by which (say) 80 percent of the available resource is concentrated on managing the 20 percent of events that are most significant to the effective operation of the organization, and to the achievement of the desired outcomes. The remaining 20 percent of the resource is applied to dealing with the 80 percent of events that are defined to be less important in the achievement of objectives and outcomes. Performance gap analysis - is the process of identifying gaps between what the enterprise intended to happen (what was planned), and what it actually achieved during the time period under consideration. Where the gap can be quantified, or the reasons for it explained, then new or revised strategies may be put in place to “close the gap”. PIMS - the acronym PIMS stands for the “Profit Impact of Market Strategy” programme and principles. Planning - may be defined as a process in which events or activities are placed in their sequence, and ordered over time. Planning may take place within current time scales; it may take place in future time scales; it may be based on longitudinal or lifecycle sequence; or it may be based on cyclical or continuous sequence. Planning period - see time horizon. Planning style - is the approach taken by enterprise management to the process and direction of strategy formulation and decision-making. The strategy process may be “top-down” or “planning down” in style; or it may be “bottom up” or “planning up” in style; or it may be “negotiated” or “negotiative”. Planning style correlates with features of organization structure and style of management as means of implementing strategy. Policy - may be defined as a predetermined course of action. Policy is used to establish “contingent decision”. Such decisions anticipate and lay down before the event the type and range of required responses to particular situations which are known with a degree of certainty to recur. Policy is used to guide and to standardize the action of people and departments, so as to achieve a consistent and predictable pattern of response to these recurring situations. Clearly understood policies reduce the total need for

DOI link for desirability. Organization culture, strategic intent, and issues of strategy implementation are closely related. Outsourcing - may be defined as a practice by which one organization engages another to undertake specified services or to make particular products for it. Typically this is done where an enterprise decides that it cannot, or should not undertake activities that other companies (i) can do better or at a lower cost, (ii) to which these outsourced activities represent the core business, and (iii) for which their capability to provide the required outsourcing is their core competence. Pareto Principle - by which (say) 80 percent of the available resource is concentrated on managing the 20 percent of events that are most significant to the effective operation of the organization, and to the achievement of the desired outcomes. The remaining 20 percent of the resource is applied to dealing with the 80 percent of events that are defined to be less important in the achievement of objectives and outcomes. Performance gap analysis - is the process of identifying gaps between what the enterprise intended to happen (what was planned), and what it actually achieved during the time period under consideration. Where the gap can be quantified, or the reasons for it explained, then new or revised strategies may be put in place to “close the gap”. PIMS - the acronym PIMS stands for the “Profit Impact of Market Strategy” programme and principles. Planning - may be defined as a process in which events or activities are placed in their sequence, and ordered over time. Planning may take place within current time scales; it may take place in future time scales; it may be based on longitudinal or lifecycle sequence; or it may be based on cyclical or continuous sequence. Planning period - see time horizon. Planning style - is the approach taken by enterprise management to the process and direction of strategy formulation and decision-making. The strategy process may be “top-down” or “planning down” in style; or it may be “bottom up” or “planning up” in style; or it may be “negotiated” or “negotiative”. Planning style correlates with features of organization structure and style of management as means of implementing strategy. Policy - may be defined as a predetermined course of action. Policy is used to establish “contingent decision”. Such decisions anticipate and lay down before the event the type and range of required responses to particular situations which are known with a degree of certainty to recur. Policy is used to guide and to standardize the action of people and departments, so as to achieve a consistent and predictable pattern of response to these recurring situations. Clearly understood policies reduce the total need for

desirability. Organization culture, strategic intent, and issues of strategy implementation are closely related. Outsourcing - may be defined as a practice by which one organization engages another to undertake specified services or to make particular products for it. Typically this is done where an enterprise decides that it cannot, or should not undertake activities that other companies (i) can do better or at a lower cost, (ii) to which these outsourced activities represent the core business, and (iii) for which their capability to provide the required outsourcing is their core competence. Pareto Principle - by which (say) 80 percent of the available resource is concentrated on managing the 20 percent of events that are most significant to the effective operation of the organization, and to the achievement of the desired outcomes. The remaining 20 percent of the resource is applied to dealing with the 80 percent of events that are defined to be less important in the achievement of objectives and outcomes. Performance gap analysis - is the process of identifying gaps between what the enterprise intended to happen (what was planned), and what it actually achieved during the time period under consideration. Where the gap can be quantified, or the reasons for it explained, then new or revised strategies may be put in place to “close the gap”. PIMS - the acronym PIMS stands for the “Profit Impact of Market Strategy” programme and principles. Planning - may be defined as a process in which events or activities are placed in their sequence, and ordered over time. Planning may take place within current time scales; it may take place in future time scales; it may be based on longitudinal or lifecycle sequence; or it may be based on cyclical or continuous sequence. Planning period - see time horizon. Planning style - is the approach taken by enterprise management to the process and direction of strategy formulation and decision-making. The strategy process may be “top-down” or “planning down” in style; or it may be “bottom up” or “planning up” in style; or it may be “negotiated” or “negotiative”. Planning style correlates with features of organization structure and style of management as means of implementing strategy. Policy - may be defined as a predetermined course of action. Policy is used to establish “contingent decision”. Such decisions anticipate and lay down before the event the type and range of required responses to particular situations which are known with a degree of certainty to recur. Policy is used to guide and to standardize the action of people and departments, so as to achieve a consistent and predictable pattern of response to these recurring situations. Clearly understood policies reduce the total need for book