Rise and Fall - or Transformation?

摘要: We challenge conventional accounts of the rise and fall strategic planning by examining history evolution practices at General Electric Company (GE) during six CEO regimes: Wilson, Cordiner, Borch, Jones, Welch Immelt. distinguish — a system strategy formulation, decision making control from particular technologies such as SBU planning. show how an integrative was first established in GE 1950s continues, albeit transformed, to this day. Integrative originally called long range , later after abandonment planning, GE'S Operating System, but changes use labels mask continuities prevailing practices. The has several implications for contemporary making: first, practice cannot remain static must evolve facilitate corporate agenda management style. Second, CEO's involvement design is critical its endurance centrality. Third, specialized governance channels decision-making communications focus attention executives on distinct, yet critical, tasks shape agenda. Finally, tight coupling information communication flows across overall integration effectiveness system.