In today's competitive environment, every company has an action plan. However, the processes used to create those plans don't always work and many companies have a tendency to benchmark practices from corporations known to be outstanding planners. Andrew Campbell, director of the Ashridge Strategic Management Centre, explains why companies need to stop chasing best-in-class models for their corporate planning processes and play to their own strengths instead. This article, which originally appeared in the March-April 1999 Harvard Business Review
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©1999 by the President and Fellows of Harvard College, All Rights Reserved; (P)1999 Audible Inc.