ycle of a large corporation it is even more critical to smaller organizations because they, typically, lack the resources necessary to absorb the cost of mistakes, errors in judgement, or failure to foresee change. The planning process allows management to evaluate the future where they want to be and how to get there. It helps them establish goaIn the first and second chapters of the book of Numbers in the Old Testament, we find a detailed description of the Israelite campsite during their wilderness trek. To the casual reader an outline of the particulars of encampment might seem to be irrelevant minutiae. What is actually presented, however, is a brilliant model for effectively managing the activities of a large organization. Moses and Aaron were responsible for governing almost a million people. By adhering to a carefully structured plan for day-to-day concerns they were able to prepare for long term problems and issues more efficiently.

Of course, what was true for the ancient Israelites is also true today. Planning is the key for any manager who wishes to build a company that has a solid foundation for future growth and development. Yet, less than 15% of managers surveyed feel that they are doing an adequate job of planning for the future. In fact, managers rarely fall short of their real potential for lack of technical competence. Of all the organizations and businesses I have consulted, the one principle cause for failure is the inability or unwillingness of the executive staff to logically and consistently plan for the allocation of limited resources - labor, money and time - toward all the viable opportunities that exist.

While strategic planning is an integral part of maintaining the growth cycle of a large corporation it is even more critical to smaller organizations because they, typically, lack the resources necessary to absorb the cost of mistakes, errors in judgement, or failure to foresee change. The planning process allows management to evaluate the future where they want to be and how to get there. It helps them establish goa

g the activities of a large organization. Moses and Aaron were responsible for governing almost a million people. By adhering to a carefully structured plan for day-to-day concerns they were able to prepare for long term problems and issues more efficiently.

Of course, what was true for the ancient Israelites is also true today. Planning is the key for any manager who wishes to build a company that has a solid foundation for future growth and development. Yet, less than 15% of managers surveyed feel that they are doing an adequate job of planning for the future. In fact, managers rarely fall short of their real potential for lack of technical competence. Of all the organizations and businesses I have consulted, the one principle cause for failure is the inability or unwillingness of the executive staff to logically and consistently plan for the allocation of limited resources - labor, money and time - toward all the viable opportunities that exist.

While strategic planning is an integral part of maintaining the growth cycle of a large corporation it is even more critical to smaller organizations because they, typically, lack the resources necessary to absorb the cost of mistakes, errors in judgement, or failure to foresee change. The planning process allows management to evaluate the future where they want to be and how to get there. It helps them establish goa

the key for any manager who wishes to build a company that has a solid foundation for future growth and development. Yet, less than 15% of managers surveyed feel that they are doing an adequate job of planning for the future. In fact, managers rarely fall short of their real potential for lack of technical competence. Of all the organizations and businesses I have consulted, the one principle cause for failure is the inability or unwillingness of the executive staff to logically and consistently plan for the allocation of limited resources - labor, money and time - toward all the viable opportunities that exist.

While strategic planning is an integral part of maintaining the growth cycle of a large corporation it is even more critical to smaller organizations because they, typically, lack the resources necessary to absorb the cost of mistakes, errors in judgement, or failure to foresee change. The planning process allows management to evaluate the future where they want to be and how to get there. It helps them establish goa

d businesses I have consulted, the one principle cause for failure is the inability or unwillingness of the executive staff to logically and consistently plan for the allocation of limited resources - labor, money and time - toward all the viable opportunities that exist.

While strategic planning is an integral part of maintaining the growth cycle of a large corporation it is even more critical to smaller organizations because they, typically, lack the resources necessary to absorb the cost of mistakes, errors in judgement, or failure to foresee change. The planning process allows management to evaluate the future where they want to be and how to get there. It helps them establish goa

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