ABSTRACT
A systematically developed comprehensive view of corporate goals from a top-down perspective ought to be an early high priority, because it is the logical place to start in terms of key decision-making precedence relationships. In the Canpower context, the starting position for goals planning was ownership of Canpower by the citizens of the province, but in the Northern European Railways (NER) context the starting position for goals planning was ownership by NER shareholders. Arguably Ontario Hydro was looking to the French model in the 1990s, with a very different policy after its plan for ten new nuclear power stations was rejected. The plans will have to ensure that the organisation responds effectively to all surprises. This is a very demanding kind of project planning, which needs effective integration with corporate and operations planning needs, and addressing it is particularly challenging. Associated formal planning can and should be approached as a supporting framework, a vehicle for testing and communicating ideas.
