Strategic stories: How 3M is rewriting business planning

作     者：Shaw, G Brown, R Bromiley, P 

作者机构：3M Co Planning & Int St Paul MN 55144 USA Univ Minnesota Dept Cultural Studies & Comparat Literature Minneapolis MN 55455 USA Univ Minnesota Carlson Sch Management Curtis L Carlson Chair Strateg Management Minneapolis MN 55455 USA 

出 版 物：《HARVARD BUSINESS REVIEW》 (Harv Bus Rev)

年 卷 期：1998年第76卷第3期

页      面：41-+页

核心收录：

学科分类：0202[经济学-应用经济学] 02[经济学] 1202[管理学-工商管理] 1201[管理学-管理科学与工程(可授管理学、工学学位)] 

主　　题：商业/组织和管理 信息交流 卫生服务使用研究/方法 明尼苏达 组织文化 规划技术 生产线管理/方法 美国 写作 人类 

摘      要：Virtually all business plans are written as a list of bullet points. Despite the skill or knowledge of their authors, these plans usually aren t anything more than lists of good things to do. For example: increase sales by 10 % Reduce distribution costs by 5 %. Develop a synergistic vision for traditional products. Rarely do these lists reflect deep thought or inspire commitment. Worse, they don t specify critical relationships between the points, and they can t demonstrate how the goals will be achieved. 3M executive Gordon Shaw began looking for a more coherent and compelling way to present business plans. He found it in the form of strategic stories. Telling stories was already a habit of mind at 3M. Stories about the advent of Post-it Notes and the invention of masking tape help define 3M s identity. They re part of the way people at 3M explain themselves to their customers and to one another. Shaw and his coauthors examine how business plans can be transformed into strategic narratives. By painting a picture of the market, the competition, and the strategy needed to beat the competition, these narratives can fill in the spaces around the bullet points for those who will approve and those who will implement the strategy. When people can locate themselves in the story, their sense of commitment and involvement is enhanced. By conveying a powerful impression of the process of winning, narrative plans can mobilize an entire organization.