Nortons top‐down, bottom‐up planning process

Eight years ago when I examined the corporate planning process at the Norton Company, I had one major complaint—the wrong people were doing the job. Possibly no one else sees the same problem, but ever since then, I have asked managers in other companies how their planning is organized and how it operates. At this point, I must conclude there are some very well‐known companies that have ineffective systems, for the same reason that I felt ours was ineffective then.