Scott Ballantyne, Beth Berret, Mary Ellen Wells

Planning in Reverse

A Viable Approach to Organizational Leadership

• Gebundenes Buch

Produktbeschreibung

This book provides a new process to greatly improve the performance of organizations. It is purposely designed to enhance the strategic planning processes of large organizations and may replace the process entirely for smaller organizations. Finally, a book that makes sense and can be put to use immediately.

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Produktdetails

• Verlag: Globe Pequot Publishing Group Inc/Bloomsbury
• Seitenzahl: 142
• Erscheinungstermin: 16. Februar 2011
• Englisch
• Abmessung: 235mm x 157mm x 12mm
• Gewicht: 367g
• ISBN-13: 9781607097921
• ISBN-10: 1607097923
• Artikelnr.: 32859645

Autorenporträt

By Scott Ballantyne; Beth Berret; Mary Ellen Wells and John D. Musso

Inhaltsangabe

Part 1 SECTION 1: SHORT TERM LEADERSHIP FOR LONG TERM VIABILITY Chapter 2
Chapter 1: Short term leadership for long term viability Chapter 3 Chapter
2: The pathway to long term viability Chapter 4 Chapter 3: The new
leadership skill set Part 5 SECTION 2: DECONSTRUCTING DECISION MAKING
Chapter 6 Chapter 4: The current practice of long term planning Chapter 7
Chapter 5: Deconstructing the process to demonstrate the fallacy Chapter 8
Chapter 6: The future is never accurately predicted Part 9 SECTION 3:
PLANNING IN REVERSE Chapter 10 Chapter 7: The I-process- Chapter 11 Chapter
8: Implication scan- Chapter 12 Chapter 9: Impact evaluation Chapter 13
Chapter 10: Recommended action plans Chapter 14 Chapter 11: Implementation
plans Chapter 15 Chapter 12: Integration plans Part 16 SECTION 4: LEARNING
IN REVERSE Chapter 17 Chapter 13: How to retrain strategic leaders in the
Planning in Reverse process Chapter 18 Chapter 14: Understanding the switch
from long term planning to long term viability Chapter 19 Chapter 15: Short
sighted leadership provides long term viability Part 20 SECTION 5: REVERSE
PROCESS PLANNING Chapter 21 Chapter 16: Develop a realistic timeline
Chapter 22 Chapter 17: The instrument utilized to identify areas of concern
Chapter 23 Chapter 18: The process needed to train new PIR leaders Chapter
24 Chapter 19: The ongoing instrument to continue PIR Chapter 25 Chapter
20: The intended results Part 26 SECTION 6: APPENDICES Chapter 27 Appendix
A: Forms Chapter 28 Appendix B: Full Example