Table of contents - Special Issue: Making successful strategy: framing the dialog, learning from the customer, avoiding the follies, updating continuously
Guest Editors: Robert M. Randall
Instituting a company‐wide strategic conversation at Procter & Gamble
A.G. Lafley, Roger MartinThe paper aims to explain how Procter & Gamble's new strategy review meeting structure and new inquiry culture established a new norm for communication between leaders and their…
Rita McGrath explores the risks and opportunities of the transient‐advantage economy
Brian LeavyThe purpose of this article is to provide an interview with innovation guru Rita Gunther McGrath. In this interview, McGrath offers her own perspective on the new competitive…
Regaining customer relevance: the outside‐in turnaround
George Day, Christine MoormanThe purpose of this paper is to report on the authors' in‐depth investigations of six successful turnarounds, which found that renewal was accomplished by a new management team…
Seven management follies that threaten strategic success
V.K. Narayanan, Liam FaheyThe objective of the paper is to summarize major faults in the process that later lead to strategy failures. These faults, or follies as the authors term them, infect all stages…
Decision making under extreme uncertainty: blending quantitative modeling and scenario planning
Peter J. Kennedy, Robert J. AvilaThis disguised case aims to describe a scenario planning project to improve decision making for a manufacturer operating in Brazil's confusing, unpredictable politico‐economic…
Lessons big‐company leaders can learn from SME entrepreneurs
Tana Chanyatipsakul, Winai WongsurawatThe purpose of this study was to document the problem‐solving styles of SME entrepreneurs operating in an emerging market.
ISSN:
1087-8572Renamed from:
Planning ReviewOnline date, start – end:
1996Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridMerged from:
The AntidoteEditor:
- Mr Robert Randall