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Deciding on exit strategies: using foresight in problem resolution

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PurposeThe purpose of this paper is to show, with concrete cases, how to forgo or substantially moderate strategy that is structured within action plans: moves to alleviate coping with obstacles encountered in programme execution. Design/methodology/approachThe paper presents a series of real-life examples of planned withdrawal ‐ or not ‐ from situations clearly uneconomic, unable to meet their original purposes, counterproductive, or otherwise a futile allocation of resources and effort. FindingsThe paper finds that studied protection can spell out beforehand, with foresight and determination (and often, due expression of trust), the success of an undertaking. Research limitations/implicationsGetting the future right often seems more difficult than getting it wrong. Originality/valuePlanners, strategists and designers should profit from the types of examples reviewed to confirm the solidity of their own procedural foresight.
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Keywords: Corporate strategy; Forecasting; Plans; Risk assessment; Strategic evaluation

Document Type: Research Article

Publication date: 10 April 2009

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