Part 1 Corporate-wide strategic planning: towards a self-adapting management system, P. Lorange and B. Chakravarthy; manage beyond portfolio analysis, Richard G. Hamermesh and Roderick E. White; managing strategic issues in a turbulent environment, J.C. Camillus and D.K. Datta; Key lessons for adopting scenario planning in diversified companies, D.G. Simpson; integrating scenarios into strategic planning at Royal Dutch/Shell, Paul J.H. Schoemaker and Cornelius A.J.M van der Heijden; benchmarking world-class performance, A. Steven Walleck, J. David O'Halloran and C.A. Leader; memo to a CEO - planning for value, R.J. McLean; strategy vs planning - bridging the gap, B.B. Tregoe and P.M. Tobia. Part 2 Strategic planning at the business level: adapting strategic planning to the changing needs of a business, P. Lorange and B. Chakravarthy; on tailoring a strategic planning system to its context - some empirical evidence, B.S. Chakravarthy; strategic alignment - managing for synergy, H. Pankratz; how innovators thwart new entrants into their market, R.S. Robertson and H. Gatignon; strategy search and creativity - the key to corporate renewal, S. Majaro; the myths of strategic planning, W. Schaffir and D. Moore; SBU strategies, corporate-SBU relations and SBU effectiveness in strategy implementation, Anil K. Gupta. Part 3 Implementation processes and strategic planning: avoid the breakdowns between planning and implementation, W. Sandy; the role of systems in implementing strategy, R. Malcolm Schwartz and F.A. Petro; forming successful strategic alliances, P. Lorange, J. Roos and P. Simcic Bronn; successful innovation and implementation of new processes, C. Voss; making strategy work - the team approach, S.J. Heyer, D.H. Marcus and R. Van Lee; why teams matter, J.R. Katzenbach and D.K. Smith. Part 4 The human resource dimension in strategic planning implementation: mental models, P.M. Senge; the leader's new work - building learning organizations, Peter M. Senge; knowledge workers - the last bastion of competitive advantage, K. Rudie Harrigan and G. Dalmia; the two logics behind human resource management, P. Lorange and P. Evans; implementing corporate strategy - using management education and training, D.E. Hussey; executive development as a business strategy, M.W. McCall Jr. Appendix - Strategic planning techniques - summary articles: designing product and business portfolios, Y. Wind and V. Mahajan; strategic decision processes - an integrative framework and future directions, N. Rajagopalan, Abdul M.A. Rasheed and D.K. Datta; the manager's guide to strategic planning tools and techniques, J.L. Webster, W.E. Reif and J.S. Bracker.
