In line with the systematic development of the strategy, the resources required for
implementation are determined and appropriately allocated, and similarly the systems
for monitoring and controlling the new strategy are determined. It is argued that strategies developed through this planned, sequential routine should be implemented fullyand in a ‘surprise free’ manner. This formalisation of strategic planning, though
appealing, is problematic, and indeed has inherent dangers. In particular it lacks
consideration of the less ‘objective’ aspects of the organisation and their critical influence on strategy development. However, regardless of the problems, the discipline and techniques of planning approaches can be useful because they may provide a framework
for strategic thinking; and if managers also address the problems of managing strategy
within the social, cultural and political world of organisations, then such thinking can
be very helpful.