Process to TABLE 1-2 Seventeen Guidelines for the Strategic-Paning -RATEGIC MANAGEMENT Be Effective t, it shoul¦.-1 N. a people process more than a paPer parnocicess. '. It should be a learning process for all managers employees. 3. It should be words supported by numbers rather than numbers supported by words. 5. It should vary assignments, team memberships, meeting formats, and even the planning calendat 4. It should be simple and nonroutine. 6. It should challenge the assumptions underlying the current corporate strategy. 8. It should welcome open-rnindness and a spirit of inquiry and learning. It should welcome bad news. 9. It should not be a bureaucratic mechanism. 10. It should not become ritualistic, stilted, or orchestrated. 11. It should not be too formal, predictable, or rigid. 12. It should not contain jargon or arcane planning language. 13. It should not be a formal system for control. 14. It should not disregard qualitative information. " 15. It should not be controlled by "technicians. 16. Do not pursue too many strategies at once. 17. Continually strengthen the " ood ethics is good busing " • ess policy.
It is a critical mistake for managers to pursue too many strategies at the same time, spreading the firm's resources so thin that all strategies are jeopardized. Strategic decisions require trade-offs such as long-range versus short-range .( ations or maximizing profits versus increasing shareholders' wealth. There are ethl too. Strategy trade-offs require subjective judgments and preferences. In many cast of objectivity in formulating strategy results in a loss of competitive posture and pi( Most organizations today recognize that strategic-management concepts and techil enhance the effectiveness of decisions. Subjective factors such as attitudes toward cern for social responsibility, and organizational culture will always affect strateg Lion decisions, but organizations need to be as objective as possible in coning factors. Table 1-2 summarizes imnort.f sider