This page lists all Strategic Planning Society articles, events, research and white papers currently available on this site. Most recently added pages appear first.

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Business schools: back to their roots
SPS Strategy Clubs: a bridge to the future (Strategy Magazine)
Seeds sown for formal standards (Strategy Magazine)
Give strategy the status to prove its worth (Strategy Magazine)
All the right connections (Strategy Magazine)
Model for a new type of profession (Strategy Magazine)
Were strategy errors behind the crisis? (Strategy Magazine)
Setting out a new vision (Strategy Magazine)
Courting Disaster: How planning for failure can boost your project’s chances of success
Business Model Innovation through Trial-and-Error Learning: The Naturhouse Case
Embedding Strategic Agility: A Leadership Agenda for Accelerating Business Model Renewal
Killing Two Birds with One Stone: Profit for Now and Learning for the Future
Business Model Innovation: Opportunities and Barriers
Cost Innovation: Preparing for a ‘Value-for-Money’ Revolution
Corporate-NGO Collaboration: Co-creating New Business Models for Developing Markets
Building Social Business Models: Lessons from the Grameen Experience
Business Models: Creating New Markets and Societal Wealth
Strategic Development of Business Models: Implications of the Web 2.0 for Creating Value on the Internet
Business-Model Innovation: General Purpose Technologies and their Implications for Industry Structure
Business Models: A Discovery Driven Approach
Business Model Evolution: In Search of Dynamic Consistency
Business Model Design: An Activity System Perspective
From Strategy to Business Models and onto Tactics
Business Models, Business Strategy and Innovation
Business Models as Models
Hitting the Target…but Missing the Point: Resolving the Paradox of Strategic Transition
Dynamic Strategic Performance Measurement Systems: Balancing Empowerment and Alignment
You Learn From What You Measure: Financial and Non-financial Performance Measures in Multinational Companies
The Role of Performance Measurement Systems in Strategy Formulation Processes
Strategic Performance Measurement: Benefits, Limitations and Paradoxes
Geographical Co-Location, Social Networks and Inter-firm Marketing Co-operation: the Case of the Salmon Industry
Business Model Replication for Early and Rapid Internationalisation: The ING Direct Experience
Crossing the Industry-Line: Breakthrough Innovation through Cross-Industry Alliances with ‘Non-Suppliers’
Inter-Network Co-evolution: Reversing the Fortunes of Declining Industrial Networks
Technological Knowledge Transfer within Chaebols after the 1997-98 Crisis
Strategizing in an Unpredictable Climate: Exploring Corporate Strategies to Cope with Regulatory Uncertainty
Managing Cross-Functional Cooperation for New Product Development Success
Adapting for Innovation: Including Divestitures in the Debate
Corporate Venturing Deal Syndication and Innovation: the Information Exchange Paradox
The Dark Side of Trust: The Benefits, Costs and Optimal Levels of Trust for Innovation Performance
Resolving the Tensions between Monitoring, Resourcing and Strategizing: Structures and Processes in High Technology Venture Boards
Managing with ISO Systems: Lessons from Practice
Strategic Management of Stakeholders: Theory and Practice
Overcoming Inertia: Drivers of the Outsourcing Process
International SME Alliances: The Impact of Alliance Building and Configurational Fit on Success
How Shell’s Domains Link Innovation and Strategy
Black Economic Empowerment Transactions in South Africa: Understanding When Corporate Social Responsibility May Create or Destroy Value
Making the shift: why the future of work is here now
Dare to walk on the dark side
Strategy interview: Tanya Durlen
How strategy can help blunt public sector cuts
The winning strategy of bees
The future of the SPS
2011 Strategic Value in Corporate Reporting Awards
The coming of post-scarcity society
It’s the People
The other side of innovation
Setting the standard for collaboration
Building buy-in
Morphing by design
Developing a stakeholder scorecard
Solutions exist if you know where to look
Leaders can be made
Minutes of 2010 AGM
SPS Interview: Neil Morris, head of strategic planning at Yorkshire Building Society
SPS reading list
SPS strategic framework
Why a quantum-leap strategy for emerging countries?
Leading strategy
The mindset of the new strategist
SPS Interview - Peter Nash
Spice up your strategy
Disrupting the marketplace
Venturing into the white space
The business model and governance: an SPS seminar
2010 Strategic Value in Corporate Reporting Awards
What lies beneath
Using division to solidify vision
SPS Interview: James Robins
Keeping it simple
How to treat toxic shock
Rethinking your business strategy
Playscript your strategy
Leap free of the escalation trap
Intangible capital: looking inside the black box
A revolution in customer relations
The secrets of creative strategy
SPS interview: Doug Ross
Thinking by design
The Internationalisation of Retail Banking: Banco Santander's Journey towards Globalisation.
Evolution of Organizational Structure and Capabilities in Internationalising Banks: The CEE operations of UniCredit’s Vienna Office
Foreign Market Entry Strategies in Retail Banking: Choosing an Entry Mode in a Landscape of Constraints
Economic Drivers of Structural Change in the Global Financial Services Industry
Strategic and Organizational Challenges of Internationalisation in Financial Services
Organisational Deterioration: ‘Organisational Deadweight’ as a Cause of Malfunction of Strategic Initiatives in Japanese Firms
Japanese Multinational Enterprises in China: Successful Adaptation of Marketing Strategies
Boundaries Innovation and Knowledge Integration in the Japanese Firm
The End of Japanese-Style Management?
The Changing Nature of the Japanese Business System
Measuring organisational performance
The Choice of Insider or Outsider Top Executives in Acquired Companies
Inadvertent Systemic Risk in Financial Networks: Venture Capital and Institutional Funds
Organizing Customers: Learning from Big Brother
Lessons from 'Good Minds': How CEOs Use Intuition, Analysis, and Guiding Principles to Make Strategic Decisions
Intuition in Organizations: Implications for Strategic Management
A Guide to the Future of Strategy? The History of Long Range Planning
Organizing R&D Projects to Profit from Innovation: Insights from Co-opetition
Staying Close to the Core: Lessons from Studying the Costs of Unrelated Alliances in Spanish Banking
Building Successful Strategic Alliances: Strategic Process and Analytical Tool for Selecting Partner Industries and Firms
Building Capabilities for Alliance Portfolios
Alliance Governance: Balancing Control and Trust in Dealing with Risk
Visual Strategizing: The Systematic Use of Visualization in the Strategic-Planning Process
Venturing into the Wilderness: Preparing for Wild Cards in the Civil Aircraft and Asset-management Industries
Riding Out the Muhammad Cartoons Crisis: Contrasting Strategies and Outcomes
SPS Interview - Martin Hedley (Strategy Magazine)
Trendspotting in an age of uncertainty (Strategy Magazine)
The new world disorder (Strategy Magazine)
From competitive advantage to customer advantage (Strategy Magazine)
Gain an instant insight (Strategy Magazine)
Strategic connections (Strategy Magazine)
Execute or die (Strategy Magazine)
Are we still feeling the Five Forces?
Make better decisions (Strategy Magazine)
SPS Interview - Sanjeevan Valanju
Publications update (Strategy Magazine)
Do more with less (Strategy Magazine)
The seven killers of strategy (Strategy Magazine)
Model management (Strategy Magazine)
Think lucky (Strategy Magazine)
2009 Strategic Value in Corporate Reporting Awards (Strategy Magazine)
Narrative speaks volumes (Strategy Magazine)
The structure of better management (Strategy Magazine)
The value in a good story (Strategy Magazine)
Stress your innovative capabilities (Strategy Magazine)
Get ahead with growth (Strategy Magazine)
SPS Interview: Kim Warren (Strategy Magazine)
Seizing the upside of the downturn (Strategy Magazine)
Planning with prediction markets (Strategy Magazine)
New management thinking (Strategy Magazine)
Tough choices in challenging times (Strategy Magazine)
Drivers of change (Strategy Magazine)
Change and survive (Strategy Magazine)
Search styles in style searching: exploring innovation strategies in fashion firms (Long Range Planning)
How do firms make use of open source communities? (Long Range Planning)
From strategy to action: involvement and influence in top-level decisions (Long Range Planning)
Getting things done: the science behind stress-free productivity (Long Range Planning)
Strategic Recovery (Strategy Magazine)
Publications update (Strategy Magazine)
Human capital as the key to growth (Strategy Magazine)
Urgent requirements (Strategy Magazine)
SPS Interview: Michael Jackson (Strategy Magazine)
Corporate responsibility black hole (Strategy Magazine)
Business improvement techniques (Strategy Magazine)
Lost in translation (Strategy Magazine)
Components, systems and technological discontinuities: lessons from the IT sector (Long Range Planning)
Identifying and exploiting the inter-relationships between technological and marketing capabilities (Long Range Planning)
Strategic clarity: actions for identifying and correcting caps in mental models (Long Range Planning)
Balanced structures: designing organisations for profitable growth (Long Range Planning)
The Future of Management: where is Gary Hamel leading us? (Long Range Planning)
Mapping capabilities (Strategy Magazine)
Developing value-based strategies (Strategy Magazine)
Leadership as the enabler of strategising and organising (Long Range Planning)
Strategising and organising for performance and health (Long Range Planning)
Strategising and organising in pluralistic contexts (Long Range Planning)
Practices of strategising/organising: broadening strategy work and skills (Long Range Planning)
Organising to strategise in the face of interactions: preventing premature lock-in (Long Range Planning)
Dynamics of industry consolidation and sustainable competitive strategy: is birthright irrevocable? (Long Range Planning)
Balancing business performance and knowledge performance of new product development: lessons from the ITS industry (Long Range Planning)
Organising knowledge management and dissemination in new product development: lessons from 12 global corporations (Long Range Planning)
The role of strategy workshops in strategy development processes: formality, communication, co-ordination and inclusion (Long Range Planning)
Avoiding reputation damage in financial restatements (Long Range Planning)
Disclosure of timely and forward-looking statements and strategic management of major institutional ownership (Long Range Planning)
Building reputation in financial markets (Long Range Planning)
The strategic background to corporate accounting scandals (Long Range Planning)
Global warming: should companies adopt a proactive strategy? (Long Range Planning)
Rising to the global challenge: strategies for firms in emerging markets (Long Range Planning)
Country selection for new business venturing: a multiple criteria decision analysis (Long Range Planning)
International success of British companies (Long Range Planning)
Offshoring administrative and technical work: business hype or the onset of fundamental strategic and organisational transformations? (Long Range Planning)
Market penetration and acquisition strategies for emerging economies (Long Range Planning)
Inter-organisational learning and strategic renewal in SMEs: extending the 4I framework (Long Range Planning)
Supply management: value creation, co-ordination and positioning in supply relationships (Long Range Planning)
Competitive advantage and the value network configuration: making decisions at a Swedish life insurance company (Long Range Planning)
Organisational DNA (Strategy Magazine)
Externalities as competitive advantage (Strategy Magazine)
SPS Interview: Peter McNamara (Strategy Magazine)
Managing stakeholders (Strategy Magazine)
Learn and adapt (Strategy Magazine)
Smart big moves (Strategy Magazine)
How companies can preserve market dominance after patents expire (Long Range Planning)
Developing effective alliance partnerships: lessons from a case study (Long Range Planning)
Managing change: steering a course between intended strategies and unanticipated outcomes (Long Range Planning)
From scooters to choppers: product portfolio change and organisational failure (evidence from the UK motorcycle industry 1895–1993) (Long Range Planning)
Building the born global firm: developing entrepreneurial capabilities for international new venture success (Long Range Planning)
Experiencing creativity in organisations: a practice approach (Long Range Planning)
Enhancing the innovation performance of firms by balancing cohesiveness and bridging ties (Long Range Planning)
Innovation games: a new approach to the competitive challenge (Long Range Planning)
Strategising at leading venture capital firms: planning, opportunism and deliberate emergence (Long Range Planning)
Strategic planning champions: social craftspersons, artful interpreters and known strangers (Long Range Planning)
Crafting strategy: the role of embodied metaphors (Long Range Planning)
The drafts of strategy: opening-up plans and their uses (Long Range Planning)
Can strategic planning make strategy more relevant and build commitment over time? The case of RACC (Long Range Planning)
Rise and fall – or transformation? The evolution of strategic planning at the General Electric Company, 1940–2006 (Long Range Planning)
Publications update (Strategy Magazine)
Strategic value in corporate reporting (Strategy Magazine)
A life without subsidy (Strategy Magazine)
Something for nothing (Strategy Magazine)
SPS Interview: Charles Baden-Fuller (Strategy Magazine)
Momentum strategy for efficient growth (Strategy Magazine)
Tailoring online retail strategies to increase customer satisfaction and loyalty (Long Range Planning)
The structural and performance effects of internetworking (Long Range Planning)
Integrating cross-border acquisitions: a process-oriented approach (Long Range Planning)
Multiple network leadership as a strategic asset: the Carlo Gavazzi Space case (Long Range Planning)
Stimulating dynamic value: social capital and business incubation as a pathway to competitive success (Long Range Planning)
Explaining alliance partner selection: fit, trust and strategic expediency (Long Range Planning)
Value leakages in mergers and acquisitions: why they occur and how they can be addressed (Long Range Planning)
Organisational crisis-preparedness: the importance of learning from failures (Long Range Planning)
The performance relationship of effective risk management: exploring the firm-specific investment rationale (Long Range Planning)
Strategic options and games in analysing dynamic technology investments (Long Range Planning)
Strategic planning in unstable environments (Long Range Planning)
ERP acquisition planning: a critical dimension for making the right choice (Long Range Planning)
Social capital, psychological safety and learning behaviours from failures in organisations (Long Range Planning)
Searching, processing, codifying and practising: key learning activities in exploratory initiatives (Long Range Planning)
The competitive (dis)advantages of European business schools (Long Range Planning)
Proactive corporate environmental strategies: myths and misunderstandings (Long Range Planning)
Corporate social responsibility in global supply chains: a procedural justice perspective (Long Range Planning)
Knowledge management systems in multinational corporations: typology and transitional dynamics (Long Range Planning)
Strategy in high-velocity environments (Long Range Planning)
Executive bonus and firm performance in the United Kingdom (Long Range Planning)
Creativity-innovation cycle for organisational exploration and exploitation: lessons from Neowiz – a Korean internet company (Long Range Planning)
Understanding Samsung’s diversification strategy: the case of Samsung Motors, Inc (Long Range Planning)
What to shed and what to keep: corporate transformation in Korean business groups (Long Range Planning)
Falls from grace and lessons from failure: Daewoo and Medison (Long Range Planning)
Lessons from the Korean crisis: policy and managerial implications (Long Range Planning)
Integration of environmental management with other managerial functions of the firm: empirical effects on drivers of economic performance (Long Rang Planning)
Strategic corporate social responsibility and value creation among large firms: lessons from the Spanish experience (Long Range Planning)
Strategy as order emerging from chaos: a public sector experience (Long Range Planning)
Using teams to avoid peripheral blindness (Long Range Planning)
Policy gaming for strategy and change (Long Range Planning)
Are strategic projects really worth it? (Strategy Magazine)
Seven laws of extreme risk management (Strategy Magazine)
Global contests in the production of business knowledge: regional centres and individual business schools (Long Range Planning)
The role of framing in complex transitional projects (Long Range Planning)
Visualising knowledge in project-based work (Long Range Planning)
Why new business development projects fail: coping with the differences of technological versus market knowledge (Long Range Planning)
Interdependencies in complex project ecologies: the case of biomedical innovation (Long Range Planning)
Learning from sharks: managing projects in the independent film industry (Long Range Planning)
Redefining leadership (Strategy Magazine)
How agile is your strategy process? (Strategy Magazine)
Integrating functional knowledge and embedding learning in new product launches: how project forms helped EMI Music (Long Range Planning)
The Strategic Value Awards
Strategy Magazine - Publications update
Strategy Magazine - Exploring 'what if' scenarios
Strategy Magazine - Strategy engagement
Strategy Magazine - Strategic talent management
Strategy Magazine - Playing to win
Strategy Magazine - Territory mapping: surviving in a hostile world
Strategy Magazine - Software industry in China and India
Strategy Magazine - Post-merger strategy execution in practice
Strategy Magazine - Executing strategy: lessons from private equity (Part 2)
Strategy Magazine - Unlocking the value of an overseas acquisition
Strategy Magazine - Creative strategies for innovative business
Strategy Magazine - Publications update
Strategy Magazine - Adding value through IT
Strategy Magazine - Sensemaking
Strategy Magazine - High-performance business
Strategy Magazine - Delivering public value
Strategy Magazine - Executing strategy: lessons from private equity (Part 1)
Strategy Magazine - A new view of strategic leadership
Strategy Magazine - Service life cycle in the industrial sector
Strategy Magazine - Strategies of the Serengeti
Strategy Magazine - A living Strategy
Strategy Magazine - Balancing Risk and Reward
Strategy Magazine - Issue 10
Strategy Magazine - Organisational pillars of global success
Strategy Magazine - The competitiveness of European banks
Strategy Magazine - Putting a value on strategy
Strategy Magazine - The new landscape of business growth
Strategy Magazine - Aligning innovation and Strategy
Strategy Magazine - What is Thought Leadership?
Strategy Magazine - Strategy Magazine Issue 8
Strategy Magazine - Implementing mergers and acquisitions
Strategy Magazine - Best practices in strategic alliance relationships
Strategy Magazine - Unlock the deep structure of competitive performance
Strategy Magazine - Strategy Magazine Issue 9
Strategy Magazine - Strategic Reforming for Sustainability
Strategy Magazine - Why I changed my view on Corporate Strategy
Strategy Magazine - Integrating acquisitions
Strategy Magazine - Intellectual property strategy
Strategy Magazine - Breathing life into business strategy
Strategy Magazine - Achieving growth through international acquisitions
Strategy Magazine - Lessons from the beautiful game
Strategy Magazine - Strategic thinking
Strategy Magazine - Strategy Magazine Issue 7
Strategy Magazine - Using literary criticism to make sense of market intelligence
Strategy Magazine - The Innovation Conversation
Strategy Magazine - CSR and Strategy
Strategy Magazine - The challenge of change
Strategy Magazine - After the ink is dry
Strategy Magazine - Strategy displays its potential
Strategy Magazine - Book Review of Strategy Moves
Strategy Magazine - Future Perfect
Strategy Magazine - Strategy Magazine Issue 6
Strategy Magazine - Strategy as prospective sensemaking
Strategy Magazine - Anticipating the Future
Strategy Magazine - Intangibles Index - part 3
Strategy Magazine - SPS/metaskil Strategy Index - Part 4
Strategy Magazine - Strategic revolutions or steady evolution?
Strategy Magazine - Human Capital Management
Strategy Magazine - Managing Strategic Growth
Strategic Management: seeking the meaning
Strategy Magazine - Strategy Magazine Issue 5
Strategy Magazine - Using Brand Energy to measure intangibles
The future funding of water utilities - debt or equity?
Strategy Magazine - Applications of game theory
Strategy Magazine - Profiling small business using Spiral Dynamics
Strategy Magazine - The strategic value of offshoring
Strategy Magazine - Intangibles Index
Strategy Magazine - SPS/metaskil Index - Part 3
Strategy Magazine - Reporting organisational capital
Strategy Magazine - Business strategy rules!
Strategy Magazine - Strategy Magazine Issue 4
Strategy Magazine - Tax competition and firm location strategy
Strategy Magazine - Strategy and Risk
Strategy Magazine - Your strategy in their hands
Strategy Magazine - Developing inclusive strategies
Strategy Magazine - SPS/metaskil Index - Part 2
Strategy Magazine - Corporate Disclosure and Market Valuation
Strategy Magazine - Strategy Magazine Issue 3
Strategy Magazine - Strategic HR need not be an Oxymoron
Strategy Magazine - SPS Interview: Geoff Mulgan
Strategy Magazine - High Performance Leadership: turning pressure to advantage
Strategy Magazine - Managing Across Boundaries
Strategy Magazine - Why Strategy needs Competitive Intelligence
Strategy Magazine - SPS/metaskil Index - Part 1
Strategy Magazine - Business Strategy and the Annual Report
Strategy Magazine - Strategy Magazine Issue 2
Strategy Magazine - Managing Change for the Implementation of Strategies
Strategy Magazine - Management Consultancy at the Crossroads
Strategy Magazine - Increasing Share of Customer Mindset
Strategy Magazine - Global Uncertainty and Strategic Planning
Strategy Magazine - The Influence of Time Horizons on Decision Making
Acquisition and Merger - quickest way to destroy value?
Strategy Magazine - Becoming an Alliance Partner of Choice
Strategy Magazine - Setting Operational Strategies in the Public Sector
Strategy Magazine - Strategy Magazine Issue 1
Strategy Magazine - From Planning to Strategic Intent
Strategy Magazine - Making Performance Management Frameworks Deliver
Strategy Magazine - Michael Porter UK Competitiveness Report
Strategy Magazine - Leading Change in the Public Sector
Strategy Magazine - Developing Winning Brand Strategy
Strategy Magazine - Professionalising Strategic Management
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