Posits that the pace of change now means that strategy implementation needs a more co‐ordinated approach than previously was the case. Says that it is common for senior managers to set corporate missions and strategic objectives and then to leave implementation to divisional, regional or departmental managers, using existing processes within the current organizational structure. Employs copious use of Figures to emphasize the arguments made herein. Sums up that strategists must therefore be directly involved and not leave things to professional project or programme managers.
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