Using total quality to put strategic intent into motion

Using total quality to put strategic intent into motion The '90s will be the decade of the business leader who can a define one or two key competitive themes for the organization's payoff, and b effectively focus scarce resources to accomplish those themes. What will ultimately separate the winners from the losers will be the ability to execute. Few strategic planners find it particularly difficult to articulate grand schemes for building competitive advantages however, most fall flat on their faces when it comes time to execute their schemes. People underestimate the commitment, the amount of time, and the emotion and energy it takes, and the amount of inertia they must overcome in their organization to make it happen. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Planning Review Emerald Publishing

Using total quality to put strategic intent into motion

Planning Review, Volume 20 (5): 3 – May 1, 1992

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0094-064X
DOI
10.1108/eb054373
Publisher site
See Article on Publisher Site

Abstract

The '90s will be the decade of the business leader who can a define one or two key competitive themes for the organization's payoff, and b effectively focus scarce resources to accomplish those themes. What will ultimately separate the winners from the losers will be the ability to execute. Few strategic planners find it particularly difficult to articulate grand schemes for building competitive advantages however, most fall flat on their faces when it comes time to execute their schemes. People underestimate the commitment, the amount of time, and the emotion and energy it takes, and the amount of inertia they must overcome in their organization to make it happen.

Journal

Planning ReviewEmerald Publishing

Published: May 1, 1992

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