Strategic planning in 21 U.K. companies

This article is based upon an analysis of strategic planning performance in 21 UK companies and discussions with 91 executives in those companies. The author's findings stress some of the problems related to strategic planning particularly with regard to the importance of informal and political processes in planning.     

Organized planning in major U.K. companies

Corporate Long Range Planning began to be fashionable in Britain in the 1960's. Now it should be possible for the managers which pioneered this development to analyse their experience for the benefit of others. This article reports the results and conclusions from a detailed study of corporate planning in 27 major British companies, each with 2–8 years experience. The aim was to discover why organized planning was introduced; what factors affected its development and what results were achieved.     

Strategic planning in small and medium-sized companies

In analysing the characteristics of strategic planning applications in different types and sizes of companies, confusion often arises not because of the application but because of the definitions utilized. This paper analyses the use of strategic planning concepts in small and medium-sized companies in Holland. As the author points out, in this context the definition of small and medium-sized is determined by five strategically relevant criteria which are distinctive. The author points out, however, that whilst these criteria are distinctive of the category of small and medium-sized companies surveyed, they do not all have to occur at the same time; the higher the number that do occur, the more typical the company. Whilst this paper does not, as the author admits, represent the result of a systematic survey, the authors wide experience as a consultant is in itself a valuable background to his analysis. Indeed, the findings stated in this paper represent an analysis of the strategic planning practises of some 75–100 companies. Therefore, in view of the detailed criteria utilized and the number of companies analysed the results represent an important addition to our knowledge of the application of strategic planning.     

Corporate planning in South African companies

This paper is based on the research understaken by the author for his dostorate thesis. It describes the research methodology, data analysis and results of a survey of strategic planning as practised by South African companies, based over 500 questionnaires. The influence of the various interest groups revealed in the analysis is compared and discussed.     

Corporate planning in small companies— a survey

The current state of research on corporate planning is directed at investigations of actual practices within specific industries. It is believed that by so doing, a more generally applicable theory of corporate planning will ultimately be developed. Within this broad framework, the study reported upon in this article was undertaken so that a determination could be made of the current level of actual planning by small businesses. More specifically, it focuses upon the corporate planning process within small and medium sized companies located in New England, U.S.A.     

Technological forecasting in six major U.K. companies

This study, although based upon a small sample, generally supports the recent evidence in the U.K. and the United States concerning the state of current practice in technological forecasting. The weight of this evidence points to the conclusion that the formal techniques of TF are not widely practiced, although the need for TF is generally accepted, and that those companies which are using these techniques do so with some reservation. Some companies in the U.K., however, do have considerable experience in technological forecasting, diffusion of the knowledge of which would be of benefit to the bulk of British industry.     

Failings in U.K. transport planning

This discussion of British Government policy on transport, highlights the absence of a coherent strategic plan as a guideline for individual decision-making. Without this framework and a recognition of the close connection between transport and land use planning, conventional methods of project appraisal produce an unsatisfactory piecemeal transport system. As an example, the 1973 Channel Tunnel proposals are examined and found inappropriate for either of the main possible directions of progress sketched out.     

Acquiring companies in the U.S.A.

This article lists the five important characteristics for the ideal acquisition candidate for investment in the United States. A good and long-lasting relationship takes much thought, planning and patience and the authors set out practical guidelines for companies seeking to acquire U.S. companies.     

U.K. chemicals—Strategic planning or industrial strategy

A distinction is drawn between chemical industry strategic planning and planning related to particular products, markets and investments.

For the past decade, the industry has collaborated closely with government and unions on industry and sector planning studies, mainly through the Chemicals EDC and its working parties. Recent government legislation and policy has sought to formalise the joint planning process through planning agreements and an industrial strategy, these being mainly concerned with specific investments and market developments. Problems inherent in this approach are discussed.

Some major strategic issues involving both government and industry are identified.     

Corporate planning in the Netherlands

This article is the result of an investigation into the practice of corporate planning in 20 major Dutch companies. The results emphazise some of the problems regarding the corporate planner and his role in the firm. Those problems are such that it is not unrealistic to speak of some sort of “identity crisis”.     

Corporate planning and Corporate Collapse

In this article John Argenti describes what he found during a year's investigation into company failure that he undertook for a recently published book ‘Corporate Collapse’. At first it was difficult to see any pattern but certain conclusions gradually emerged as he discussed the causes and symptoms of failure with more and more people.

Many of the lessons are of particular significance for bankers, shareholders, accountants and others but John Argenti believes there are a number of extremely important lessons for corporate planners as well—especially as ‘defective response to change’ turns out to be one of the prime causes of failure in mature companies.     

The organisation and practice of corporate planning in the U.K.: Some recent survey results

This article reports some relevant results from a recent survey of the corporate planning practices of a number of leading British organizations. The sample spanned turnovers from £2000m. Within this range, the functional areas involved show considerable variation: for example, 95% of companies perform financial planning, but only 52% production planning. Organization too, quite naturally, displays great variety: thus one company operates with only a single planner whereas another employs thirty. Ratings are quoted for the main advantages and disadvantages of corporate planning as assessed by the chief executives; in general, the benefits dominate.     

Organizational Philosophies of Japanese companies in the U.S.A.

The paper presents data about the Organizational Philosophies of fifty-nine Japanese owned companies in the United States. Harmony emerged as the single most popular element in these Organizational Philosophies. Data about specific concepts of Organizational Philosophy (kaizen, correct attitudes) were also obtained. Mechanisms to encourage the adoption and use of Organizational Philosophy were investigated. The evidence suggests that Organizational Philosophy continues to be an important aspect of Japanese companies in the U.S.A., and that American managers of these companies are accepting these Philosophies.An earlier version of this paper was presented at the 1991 International Academy of Management and Marketing Annual Conference held in Detroit, MI.     

Long range planning of U.K. and Japanese corporations—A comparative study

The author conducted mail surveys on long-range planning systems in Japanese and British corporations. He also made a number of visits to corporations in both countries to analyse the similarities and differences in the planning systems.In the U.K., the clarification of goals and the resource allocation are emphasized but in Japan clarification of goals and basic problem finding are stressed.The strategic projects are not necessarily formulated in the long-range planning process. The relationship between the project and the long-range planning was analysed and in both countries, the trend of long-range planning is towards more strategy orientation than quantitative computation.The planning process in Japan is more centralized. The management committee plays an important role in reviewing and making the final decision. In the U.K., the plan initiation is more decentralized, and in the final decision the board of directors plays a more important role. The trends are, however, from bottom up approach to top down approach.Goals expressed in the long-range plan of the U.K. corporations put more emphasis on financial goals, but that of the Japanese corporations emphasizes growth and employee welfare.Regarding the style of strategic decision-making the subjective responses show that it is partly analytical and partly intuitive. There are some differences between two countries, but this problem needs to be analysed further.To cope with uncertainty, multiple scenarios and contingency plans are more frequently used in the U.K., whereas in Japan the sequential decision is more commonly used. British corporations are better prepared for uncertainty than Japanese corporations.The key success factors of long-range planning are similar in both countries. The involvement of top management and cooperation of line management are two important items. Differences are that in the U.K. the planning system is emphasized in addition to the other factors, but in Japan clear goals are more emphasized.     

Corporate planning in the mineral industry

The following overview of external and industry environment with brief references on approaches to corporate planning, is intended to stimulate interest for more in-depth examination of particular phases or issues in planning within the mineral industry. Commentary and dialogue will be welcomed by the author.     

Corporate structure optimisation for multinational companies

In this paper we consider a multinational corporate structuring problem. This problem involves designing a corporate/organisational structure (across different countries) so as to remit profits from a number of subsidiaries to a single parent company, whilst minimising the tax paid (maximise the amount received at the parent company). This corporate structure is constrained to be a (directed) tree structure.We present a mixed-integer zero-one formulation of the problem that (for the test problems examined) provides very good linear programming relaxation bounds. We also present a tabu search heuristic for the problem which, when combined with the bounds provided by the linear programming relaxation, is able to find provably optimal solutions. Extensions to the basic corporate structuring problem and how they can be dealt with using our heuristic are also discussed.Computational results for the solution (to proven optimality) of publicly available test problems involving up to 150 countries are reported. The largest problem solved previously in the literature to proven optimality involved only 22 countries.