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Strategic planning suffers from several perceptions: it can be seen as complex, technical, remote from the day-to-day reality of an organisation, undertaken by an elite specialist executive group, producing threatening changes whose rationale is barely understood - or, perhaps worse, having no worthwhile impact at all. This book aims to help them, by demystifying the concept and propounding a 'first principles' approach to developing a strategic plan within the context of the individual organisation, and the flexibility to adapt the process to focus on what really matters to the organisation
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