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| > INTEGRATED PLANNING MODELS | ||
| Squeezing Inight from a Turnip | ||
The IPM is a Map of the Past and a Compass for the Future. |
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| An organization is made up of a complex set of parts that must be integrated for it to function at a high level. | ||
| Insight into opportunities for fruitful strategic efforts arises out of in-depth understanding of how the marketing, operations, and financial functions are integrated. | ||
| Understanding how these parts work together involves information that is known and much that is not known. | ||
| The Integrated Planning Model ties together all the pieces of organizational understanding. | ||
| The model's tight logic establishes a set of linkages. | ||
| Linkages require internal consistency. | ||
| Internal consistency shows that what is known about the firm sheds considerable light on what is not known. | ||
| Therefore, the process of building and implementing an Integrated Planning Model does not depend on the availability of complete information. | ||
| Strategic insight arises from what may be a limited amount of information. | ||
| The IPM squeezes insight from the organizational turnip. | ||
