Strategic Planning For Success: Aligning People, Performance, and Payoffs
March 2003, Pfeiffer
1. BUSTING OLD PARADIGMS AND USING NEW ONES: DEFINING AND SHAPING OUR FUTURE.
The New Realities.
Ignoring the New Realities.
Paradigms That Work.
Create a Better Future.
2. CRITICAL SUCCESS FACTORS FOR STRATEGIC THINKING THAT WORKS.
Six Critical Success Factors for Strategic Thinking and Planning.
Is Change Strategic?
The Strategic Thinking and Planning Process.
The Consequences of Ignoring the Critical Success Factors.
3. SYSTEM (AND SYSTEMS) THINKING.
The Organizational Elements Model.
Defining the Organizational Elements.
The Organizational Elements Describe a System.
The Organizational Elements—Useful Applications.
Planning from a Helicopter vs. Planning from the Ground.
4. PREPARING TO PLAN: ENSURING YOU DO THE RIGHT THING AND NOT SIMPLY DO THINGS RIGHT.
The Strategic Planning Process.
Preparing to Plan.
Mega Level Visioning: Committing to the Longest View.
Assessing Resistance to Change.
Barriers—Common Mistakes Made by Strategic Planners.
5. ASSESSING NEEDS: DEFINING THE CRITICAL GAPS IN RESULTS . . .AND PUTTING THEM IN PRIORITY ORDER.
Needs Assessment or Wants Assessment?
Defining Needs and Wants.
Needs Assessment Benefits.
The Organizational Elements.
The Needs Assessment Process.
Gathering the Data.
Data Gathering Methods.
Selecting Priority Needs.
Will the Needs Assessment Work?
6. SOLVING PROBLEMS: CLOSING THE PRIORITY GAPS.
Solving Problems—An Overview.
Two Common Problem Solving Errors.
Errors in Formulating the Problem.
Simple Problem Solving.
Complex Problem Solving.
7. DEVELOPING SMARTER OBJECTIVES: THINKING AUDACIOUSLY, BEING AUDACIOUS, DELIVERING HIGH PAYOFF RESULTS.
Categories of Objectives.
“Smarter” Criteria for High Impact Objectives.
Identify Key Result Areas.
Select Performance Indicators.
Detecting Non-Smarter Objectives.
Develop Mission Objectives.
8. CREATING CHANGE: MAKING SURE THE CHANGE EFFORT REALLY BROUGHT ABOUT CHANGE.
Creating and Managing the Change from Present Results to Desired Results.
Transition Management Plan.
The Paradox of Building Commitment Through Pain.
Define Key Roles for Change.
Preparing Change Agents and Advocates.
Managing Resistance Effectively.
Force Field Analysis.
9. SCOPING AND SCANNING THE ORGANIZATION: WHAT MEANS WILL ACHIEVE THE HIGH PAYOFF RESULTS.
Scoping and Scanning.
Analyzing the Business Logic.
The Relationships Among the Business Logics.
The Cultural Screen.
10. DELIVERING HIGH PAYOFF RESULTS.
High Payoff Results.
Fourteen Steps to Useful Results and Performance.
A General Problem Solving Process Model.
APPENDIX A: PARADIGM SHIFT FOR TEACHING/LEARNING.
APPENDIX B: A GLOSSARY AND CLASSIFICATION OF TERMS AND TOOLS.
APPENDIX C: A SUGGESTED CODE OF PROFESSIONAL CONDUCT FOR DEFINING AND DELIVERING HIGH PAYOFF RESULTS.
About the Authors.
About the International Society for Performance Improvement.
How to Use the CD-ROM.
Hugh Oakley-Browne is managing director and founder of Hugh Oakley-Browne and Associates in New Zealand, performance improvement executive with BHP in Australia.
Ryan Watkins is an assistant professor at George Washington University in Washington, D.C.
Doug Leigh is an assistant professor at Pepperdine University, Los Angeles, California.
"Most line managers would benefit form studying this book." (<I>Business Process Trends</I>, June 2003)"Dr. Roger Kaufman and his team provide a handbook that helps all organizations answer, 'What value do we add?' 'How do we measure performance and results or critical success factors?' Strategic planning questions are models of essential tools for leaders of change."
— Frances Hesselbein, chairman, board of governors, The Drucker Foundation
"Strategic Planning for Success is a thoroughly
researched and robust collection of concepts and principles that
can add value to management planning and task execution at
organizations large and small. I highly recommend it to managers
who don't want to be left behind in today's era of dynamic
— Wess Roberts, author, Leadership Secrets of Attila the Hun
"Kaufman, Oakley-Brown, Watkins, and Leigh give every
organizational leader a new map for driving across the land we call
'the future.' Clear, organized, and focused— a must
— Jim Hill, director, Sun Microsystems
"This book offers an effective and comprehensive guide for those
who design, evaluate, and implement strategic plans. Its strength
is its clarity, its holistic approach, and its focus on results.
Exceptionally useful for anyone engaged in positioning complex
enterprises for future success."
— John V. Lombardi, chancellor, University of Massachusetts, Amherst
"Strategic Planning for Success offers clear, organized
and direct answers to vital and focused planning questions."
— Richard E. Clark, professor, Educational Psychology and Technology, University of Southern California