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Making the Parallel Family and Business Planning Process Work

  • Randel S. Carlock
  • John L. Ward
Chapter
Part of the A Family Business Publication book series (AFBP)

Abstract

All organizations need planning to survive, grow, and sustain themselves. Businesses are forced to plan by competitive pressures, customers, suppliers, taxes, banks, joint ventures, or acquisitions. Businesses can plan reactively by making changes based on competition, adaptively by making changes based on the market or environment, or strategically by anticipating competitive and environmental forces. All businesses have some form of planning whether it is formally documented and implemented, or informal and reactive on a day-to-day basis. Planning is recognized as an important driver of business success.

Keywords

Planning Process Family Firm Parallel Planning Family Business Business Strategy 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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Notes

  1. 1.
    Broehl, W. G. Cargill: Trading the World’s Grain (Hanover, N.H.: University Press of New England, 1992).Google Scholar
  2. 3.
    Kampmeyer, J. M. “Preparing the next generation of owners (at Cargill),” Kellogg School of Management Family Business Conference, May 16–17, 2006.Google Scholar

Copyright information

© Randel S. Carlock and John L. Ward 2010

Authors and Affiliations

  • Randel S. Carlock
    • 1
  • John L. Ward
    • 2
  1. 1.Wendel International Centre for Family EnterpriseINSEADFrance
  2. 2.Center for Family Enterprises, Kellogg School of ManagementNorthwestern UniversityUSA

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