The dominant model makes business planning equivalent to strategy-making. The trouble with this is that planning is more about managing risks and becoming comfortable with them than about assuming them. A more effective model distinguishes strategy development as a process of choosing goals and risks rather than one in which you seek to control ris

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Plans ultimately form the core of business organizations; they corral and structure, channel thought and action into a controllable field. But it's important to understand that plans do and will fail. The future is unknown and things change; it is imperative to understand and plan for it.