| Abstract: | This paper examines Canadian strategic planning expertise from a number of different aspects. It evaluates the relative sophistication of Canadian and American management consultants and points out that the U.S. expertise is still particularly good and preferred. It is perhaps a pertinent comment that the view of many is that ‘The U.S. people have … defined their products in such a way as clients can use them’. Analysis of the stimuli for strategic planning is an appropriate focus, particularly since it concludes that it is rare that a visionary cheif executive is responsible! Most companies appear to pursue strategic planning through fear rather than enlightenment. The quality of input to the planning process varies widely, with extrapolation from the past a major preoccupation. There appears to be a lack of environmental analysis. The author analyses a number of important issues and concludes that a bolder embrace of strategic planning would serve Canadian management well in responding to the extensive challenge facing their country's economy in the next 10 years. |
