ABSTRACT
Without proper planning - strategic planning - the goal of achieving a high-quality standard of education in international schools is likely to be ephemeral. If somehow achieved, whether through fiat, intuition, an initial burst of energy, or some other combination of circumstances, it is unlikely to be maintained. Building and sustaining excellence takes forethought, hard work and the effective harnessing of all available talent. This is nowhere more evident than in the complex environments within which international schools operate, as captured by Glickman (2000) in pointing out that 'We live and breathe based on the vitality of the economy and the whim of the corporate and diplomatic world. These conditions pose a challenge in planning ... ' In accepting the challenge, schools will increasingly, as Caldwell and Spinks (1992) note, 'require a high level capacity for strategic planning, that is to see the larger picture and on a continuing basis set and reset priorities.'
