Issue link: http://www.e-digitaleditions.com/i/61389
BizEd JANUARY/FEBRUARY 2004 37 egist Not long ago, strategic planning was all the rage among managers, many of whom worked under the belief that if they designed a great plan, success would take care of itself. Business courses in strategic planning filled fast. And many a business consultant formulated brilliant game plans for corpo- rate clients—whether or not those corporations actually had the resources to put them into action. Times, certainly, have changed. After all, any plan—no matter how cern for management educators, including the three featured here: James Griesemer, Dan Schendel, and Veronica Hope-Hailey. While their perspec- tives may sometimes differ, they all maintain that educators must bring into sharp relief the fundamental trifecta of strategic management: goals, plans, and execution. In the fight for competitive edge, good strategists realize that one means nothing without the other two. impressive, comprehensive, or well-intentioned—is only as good as a com- pany's ability to execute it. Before a company acts on a plan, it must make sure it has the right personnel, resources, and support to make it a success. Transforming business students into modern-day strategists is a key con-