Planejamento estratégico em organizações complexas: a experiência da indústria petrolífera

Abstract

Since 1973/1974 oil shock – when economics uncertainties had started to grow on – until today, Strategic Planning Process has been received hard critics. This paper focuses two of them: a) firstly, some analysts argue that Strategic Planning has been modified in an empty ritualism, wasting the best internal competences; b) secondly, other analysts argue that traditional Strategic Planning is excessively based on the idea of “competition”, neglecting social and political interfaces between organizations and internal/external environment. The paper also analyses Strategic Planning in the oil industry, evaluating its performance in some big enterprises and showing the most important key factors in its changing frame.