Strategy--and the planning that created it--has too often failed to deliver its promised results. The reasons for this failure are many and varied, but include an over-reliance on the "next big thing" in strategic methodology, a failure to recognize and deal with the total change that strategy requires in an organization, and an inability to deal with uncertainty. Wilson argues that strategy is a subtle and demanding art, far more than it is a science or a methodology.

TABLE OF CONTENTS

Acknowledgments
1 Introduction and Perspective
2 Strategic Planning: Its Origins and Evolution
3 The Many Faces of Strategy
4 Harnessing the Power of Opposites
5 The Power of Strategic Vision
6 Strategy in Uncertain Times
7 Developing a Strategic Culture
8 The Use - and Abuse - of Methodologies
9 What of the Future?

App. A Survey of Strategic Management Practices
App. B Schools of Strategic Thinking
App. C Glossary of Terms Used in Strategic Planning
App. D Statoil: A Case Study in Scenario Planning
App. E Strategic Planning Methodologies
Bibliography
Index