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Mr. G. Decand - 2 - March 10, 1994 Statistical Office of the European Community proposal for professional services - corporate planning - __________________________________________________________________ March 16, 1994 Statistical Office of the European Community proposal for professional services - corporate planning - 1. Framework 2. our approach to corporate planning 2.1. Key Factors 2.2. OTHER Key Factors 2.3. Corporate planning Process 2.4. Organization 2.5. Environmental Analysis and Forecast 2.6. Internal Analysis and Position Assessment 2.7. Objectives and Goals Development 2.8. PLAN DEVELOPMENT 2.9. Strategy Development 2.10. implementation 3. role of arthur andersen CO. 4. Resource requirements 4.1. FEES 4.2. PAYMENT 4.3. SCHEDULING 4.4. TEAM 5.5. REPORT 1. framework The overall environment has changed greatly during the past decade. Changes will accelerate throughout the 1990s, due amongst others to the unification process initiated by the Maastricht treaty, to environmental concerns, to developments in Eastern Europe, to the enlargement of the European Union and to developing technology. The challenge for Eurostat for the period 1993-1997 is to fully cover the fields described in the statistical program, which would appear to embrace all matters of concern for both the Commission and the Member States. Furthermore, the statistical programs of the latter contain an increasingly prominent Community dimension, and in some countries this represents the bulk of their statistical program. Eurostats management recognizes the growing need for effective corporate planning to help manage the organization in this changing environment. In a dynamic era, doing the right things will be just as important as doing things right. Experience supports the fact that organizations that do an effective job of long-range corporate planning fare best in a changing environment. Corporate planning helps management to determine where t