Abstract

In this article I present an overview of critiques of strategic planning, focusing on their conceptualizations of the environment. I first outline the need for a more comprehensive understanding of the nature of the environment of strategy, and then outline some of the alternatives to strategic planning and their underlying bases in constructivism and the sciences of complexity. I conclude by arguing that Banathy's systems design methodology is eminently suited to the process of strategy formulation, and should be explored more deeply within this context.