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PowerGen: planning and strategic change
Author(s) -
Jennings David
Publication year - 2001
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/jsc.548
Subject(s) - strategic planning , business , process management , strategic management , strategic control , strategic financial management , context (archaeology) , process (computing) , strategic thinking , adaptation (eye) , portfolio , marketing , computer science , finance , paleontology , physics , optics , biology , operating system
This article examines planning and strategic development in a privatized electricity generating company, PowerGen. PowerGen's strategic management has followed a long‐term vision of the company's development based upon the application and development of its capabilities. The corporate planning process has continued as part of the strategic management process, its organization and operation adapting to changes in the strategic and organizational context. Corporate planning appears to serve a number of roles in the privatized company relating to adaptation, uncertainty, synergy and control. The pursuit of strategic development involves an eclectic use of strategic management concepts and processes based upon capability, portfolio and scenario analysis and corporate planning. Copyright © 2001 John Wiley & Sons, Ltd.