DescriptionStrategic Planning for Success offers you a pragmatic guide to the design and development of practical and pragmatic strategic thinking and organizational alignment that will yield high-impact results and measurably add value to you, your organization, your clients, and society. Unlike other books on the topic, this volume goes beyond simply detailing the tools and techniques of design and development by clearly showing how to align what you do with what will be most valuable to all stakeholders. Using this unique approach will yield extraordinary results adding measurable value that flows from individual performance accomplishment to organizational and societal contributions.
Buy Both and Save 25%!
This item: Strategic Planning For Success: Aligning People, Performance, and Payoffs
Cannot be combined with any other offers.
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.
""Most line managers would benefit form studying this book."" (<I>Business Process Trends</I>, June 2003)