Strategic Planning as a Contributor to Strategic Change: A Generative Model

In this paper, I describe an alternative model of a strategic planning process that attempts to link planning processes both with new views of the sources of competitive advantage and with the multiple theoretical lenses used to understand strategic change. I hypothesize that this is possible in a redesigned planning process that engages a broad group of organizational members in a strategic dialogue in which hypothetical futures are generated and tested, in a cognitive loop; then implemented as new capabilities, in a behavioral loop.