The Executive Guide to Operational Planning

by Betty L. Acomb, Patrick J. Below, George L. Morrisey

Book Overview

A step-by-step guide for developing an operational plan that identifies specific results to be achieved within a set period of time, and for implementing and assessing every phase of the plan. Offers... This description may be from another edition of this product.

• Format: Hardcover
• Language: English
• ISBN: 1555420648
• ISBN13: 9781555420642
• Release Date: January 1991
• Publisher: Jossey-Bass
• Length: 164 Pages
• Weight: 0.83 lbs.
• Dimensions: 0.8" x 6.2" x 9.2"

Customer Reviews

Basic equals Best

Having read all about Balanced Scorecard, right through to the latest offering in Strategy Maps. Having looked at the Performance Prism and its implications. And, having looked at many other strategic and operational planning texts, all (still) put into some semblance of context in Mintzberg's The Rise and Fall of STrategic Planning, I can only conclude that many have lost their way in a morass of confusion. The jump from strategy to implementation remains for most, as always, an unbridgeable chasm. The incredible hand waving arguments in most "planning guidance" texts when we get to the nitty gritty of deciding major strategic themes and how "normal" core business integrates with those themes - assuming we can abandon everything else, or simply ignoring the relationship ala BSC - never ceases to amuse me. The summary that all this is more art than science is so true!! What an understatement. The Executive Guide to Operational Planning and the earlier The Executive Guide to STrategic Planning may not be the most sophisticated, most current thinking going around, but, I think they are at the start of a path which points in the right direction as far as useful planning guidance is concerned. Use these and integrate latter efforts into them (BSC, Performance Prism, etc) may actually lead to something better. It is a pity, the authors didn't follow up with their third book in the trilogy - The Executive Guide to Results Management ... or whatever they were going to call it. The three books would have formed a solid foundation for the future on which others could build. I suspect that the simplicity of the "Executive Guides" put off too many people. I suspect their reaction was: "It can't be this simple." And it's not. What is simple, is marking the start of the journey. Most other books can't even do that!! That, dear reader, is what I believe this book and its Strategic Planning companion does.