ABSTRACT
This chapter suggests that a greater contribution would be its application as a basis for decisions made in a context of continual strategy renewal and as an outcome from that, a foundation for organisational renewal and sometimes reinvention. It focuses on the first element of the Strategic Management Framework as a tool that in its entirety captures the many components of strategy and corrals them into a structured system. That system, and therefore this chapter, commences with an explanation of the vision and mission and the operations of a strategic architecture in detail, and its alignment with the next element of the framework, strategy evaluation. The reinvention of the strategic plan into a programme of continual strategy renewal and the inclusion of strategy evaluation reviewing as a fundamental component of that programme is the author suggests a valid solution to the conundrum that arises from the doubtful results that Senge observes as flaws of strategic planning in general.
