From the Shadows
From the Shadows
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来自阴影
DOI：
10.1287/inte.13.4.70
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发表时间：
1983
期刊：
影响因子：
--
通讯作者：
D. Hirshfeld
中科院分区：
文献类型：
--
作者：
D. Hirshfeld
线性规划在公司战略规划中是否有适当的作用;如果有，是什么？企业家和管理人员普遍认为，战略规划涉及太多主观、不可控、不确定和不可量化的基本因素，一般来说，这些因素不适合定量分析，特别是不适合优化方法。这种信念需要重新审视。咨询公司（如《自然》）痛恨真空，即使是概念上的真空。因此，在过去十年左右的时间里，一些分析工具被开发出来并应用于公司战略规划：增长-份额矩阵、通用-麦肯锡屏幕、PIMS、“经验曲线”等。这些工具中体现的“组合分析”方法已经席卷了整个领域，甚至就像战术和作战规划中的优化一样。
Is there a proper role for linear programming in corporate strategic planning; if so, what is it? Planners and executives generally believe that strategic planning involves too many essential factors that are subjective, uncontrollable, uncertain, and non-quantifiable to be amenable to quantitative analysis, in general, and to optimization methods, in particular. That belief needs to be re-examined. Consultants (like Nature) abhor a vacuum, even a conceptual one. So, over the last decade or so, a number of analytical tools have been developed and applied to corporate strategic planning: the growth-share matrix, the GE-McKinsey screen, PIMS, the “experience curve,” and others. The “portfolio analysis” approach embodied in these tools has swept the field, even as optimization has in tactical and operations planning.