A minor but pervasive frustration that seems to be unique to management as a profession is the rapid obsolescence of its
jargon. As soon as a new management concept emerges, it becomes popularized as a buzzword, generalized, overused and
misused until its underlying substance has been blunted past recognition. The same fate could easily befall one of the brightest
new concepts to come along lately: strategic management. In seeking to understand what strategic management is, we have
developed a method of planning systems at large corporations. This method is unique in that it attempts to pass judgment on the
quality of the business plans produced rather than only on the planning process

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