Modelling in the planning process: A critique

Abstract

Experience with respect to quantitative and formal modelling techniques in planning and the acceptance of these in the planning process tend to parallel ex­periences of business in general; both with respect to a commitment to the modelling process and a disillusionment as regards results. This article seeks to examine the use and value of formal models in the process of planning and to draw comparisons from experience in the general field of busi­ness planning, or strategic management.