Should Top Managers be Strategists?

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Stefka Nenkova, Student (University), Netherlands
The involvement of top managers in the strategic planning process is often too limited taking into account the increasing complexity of their multiple tasks and their limited time (Hunsicker, J.Q., 1980). According to Hunsicker (1980), that involvement is traditionally focused on the final stage of the process comprising review and approval of proposals. Such contribution in his view is not enough. Therefore, he suggests a reassessment of top manager’s role in the strategic planning process that should lead to:
  • A SHIFT IN THE TIMING OF TOP MANAGEMENT'S MOST IMPORTANT INPUTS FROM THE LATER TO THE EARLIER STAGES OF THE PLANNING PROCESS: one of the problems with involvement in the latest stages of the process is that often by the time a decision is taken it might be too late for an action to be taken; another may be that the chosen for approval proposals may not actually offer the best opportunities; thus, the top management participation in a process of “negotiation of objecti (...) Read more? Sign up for free

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  Ronnie, Business Consultant, South Africa
 

Should Top Managers Be Strategists?

With a 1980 reference this question is no longer r (...)

  evelyn dempsey, Student (Other), United States
 

The Buy in Into the Strategy and Change of Top Managers

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