Strategic Control: A New Task for Top Management

Abstract

This paper examines the important question of the relationship between strategic planning processes and strategic control instruments. The author examines planning and control methods as practised at top management level in three European countries and shows that whilst planning has evolved from short to long term, from operational to strategic concern, control systems at top management level still tend to focus on monitoring short term operational performance. This paper draws together this analysis and presents a set of propositions for the attention of top management which can ensure that long range and strategic plans are effectively controlled through the direct monitoring of strategic performance.