From plans to actions

The aim of this chapter is to show that strategic decisions result from a mix of analytical and behavioural drivers (the best results come form a blend of both). In this chapter the analytical and systematic side is explored and the reader will understand the systems and processes which should be established to make it easier to implement a strategy and to measure progress. The chapter is supported by recent research findings on why strategic plans so often are not converted to action.

Action must be the end product of planning, for without action planning is a pointless and empty activity. All the benefits – of mental stimulation, careful analysis, the integration of more facts into decision making, and of ...

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