Strategic 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…mehr
Strategic 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.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
The Authors Roger Kaufman is director of Roger Kaufman & Associates and professor and director of the Office for Needs Assessment and Planning at Florida State University. Hugh Oakley-Browne is managing director and founder of Hugh Oakley-Browne and Associates in New Zealand, and a 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.
Inhaltsangabe
List of Tables and Figures xiii Preface xix Introduction 1 1 Busting Old Paradigms and Using New Ones: Defining and Shaping Our Future 4 Chapter Goals 4 Today's Paradigms 5 The New Realities 16 Ignoring the New Realities 18 Paradigms That Work 25 Create a Better Future 27 Summary 34 2 Critical Success Factors For Strategic Thinking That Works 39 Chapter Goals 39 Six Critical Success Factors for Strategic Thinking and Planning 40 Is Change Strategic? 42 The Strategic Thinking and Planning Process 44 The Consequences of Ignoring the Critical Success Factors 51 3 System (And Systems) Thinking 57 Chapter Goals 57 The Organizational Elements Model 58 Defining the Organizational Elements 64 The Organizational Elements Describe a System 72 The Organizational Elements-Useful Applications 79 Planning from a Helicopter vs. Planning from the Ground 79 4 Preparing To Plan: Ensuring You Do The Right Thing And Not Simply Do Things Right 81 Chapter Goals 81 The Strategic Planning Process 84 Preparing to Plan 89 Mega Level Visioning: Committing to the Longest View 96 Assessing Resistance to Change 102 Barriers-Common Mistakes Made by Strategic Planners 103 5 Assessing Needs: Defining the Critical Gaps in Results . . . And Putting Them in Priority Order 111 Chapter Goals 111 Needs Assessment or Wants Assessment? 112 Defining Needs and Wants 113 Needs Assessment Benefits 123 The Organizational Elements 126 The Needs Assessment Process 131 Gathering the Data 138 Data Gathering Methods 143 Selecting Priority Needs 152 Will the Needs Assessment Work? 154 6 Solving Problems: Closing the Priority Gaps 158 Chapter Goals 158 Solving Problems-An Overview 159 Two Common Problem Solving Errors 164 Errors in Formulating the Problem 165 Simple Problem Solving 167 Complex Problem Solving 173 7 Developing Smarter Objectives: Thinking Audaciously, Beingaudacious, Delivering High Payoff Results 187 Chapter Goals 187 Why Objectives? 188 Categories of Objectives 193 "Smarter" Criteria for High Impact Objectives 194 Identify Key Result Areas 203 Select Performance Indicators 207 Detecting Non-Smarter Objectives 213 Develop Mission Objectives 218 Summary 221 8 Creating Change: Making Sure the Change Effort Really Brought About Change 224 Chapter Goals 224 Creating and Managing the Change from Present Results to Desired Results 225 Transition Management Plan 226 The Paradox of Building Commitment Through Pain 231 Define Key Roles for Change 234 Develop Sponsorship 241 Preparing Change Agents and Advocates 244 Managing Resistance Effectively 247 Force Field Analysis 250 9 Scoping And Scanning The Organization: What Means Will Achieve The High Payoff Results 257 Chapter Goals 257 Scoping and Scanning 258 SWOT Analysis 259 Analyzing the Business Logic 271 The Relationships Among the Business Logics 284 The Cultural Screen 286 10 Delivering High Payoff Results 308 High Payoff Results 310 Fourteen Steps to Useful Results and Performance 319 A General Problem Solving Process Model 327 Avoiding Success 328 Summary 330 Appendix A: Paradigm Shift for Teaching/Learning 331 Appendix B: A Glossary and Classification of Terms and Tools 341 Appendix C: A Suggested Code of Professional Conduct for Defining and Delivering High Payoff Results 355 References 363 Index 373 About the Authors 383 About the International Society for Performance Improvement 387
List of Tables and Figures xiii Preface xix Introduction 1 1 Busting Old Paradigms and Using New Ones: Defining and Shaping Our Future 4 Chapter Goals 4 Today's Paradigms 5 The New Realities 16 Ignoring the New Realities 18 Paradigms That Work 25 Create a Better Future 27 Summary 34 2 Critical Success Factors For Strategic Thinking That Works 39 Chapter Goals 39 Six Critical Success Factors for Strategic Thinking and Planning 40 Is Change Strategic? 42 The Strategic Thinking and Planning Process 44 The Consequences of Ignoring the Critical Success Factors 51 3 System (And Systems) Thinking 57 Chapter Goals 57 The Organizational Elements Model 58 Defining the Organizational Elements 64 The Organizational Elements Describe a System 72 The Organizational Elements-Useful Applications 79 Planning from a Helicopter vs. Planning from the Ground 79 4 Preparing To Plan: Ensuring You Do The Right Thing And Not Simply Do Things Right 81 Chapter Goals 81 The Strategic Planning Process 84 Preparing to Plan 89 Mega Level Visioning: Committing to the Longest View 96 Assessing Resistance to Change 102 Barriers-Common Mistakes Made by Strategic Planners 103 5 Assessing Needs: Defining the Critical Gaps in Results . . . And Putting Them in Priority Order 111 Chapter Goals 111 Needs Assessment or Wants Assessment? 112 Defining Needs and Wants 113 Needs Assessment Benefits 123 The Organizational Elements 126 The Needs Assessment Process 131 Gathering the Data 138 Data Gathering Methods 143 Selecting Priority Needs 152 Will the Needs Assessment Work? 154 6 Solving Problems: Closing the Priority Gaps 158 Chapter Goals 158 Solving Problems-An Overview 159 Two Common Problem Solving Errors 164 Errors in Formulating the Problem 165 Simple Problem Solving 167 Complex Problem Solving 173 7 Developing Smarter Objectives: Thinking Audaciously, Beingaudacious, Delivering High Payoff Results 187 Chapter Goals 187 Why Objectives? 188 Categories of Objectives 193 "Smarter" Criteria for High Impact Objectives 194 Identify Key Result Areas 203 Select Performance Indicators 207 Detecting Non-Smarter Objectives 213 Develop Mission Objectives 218 Summary 221 8 Creating Change: Making Sure the Change Effort Really Brought About Change 224 Chapter Goals 224 Creating and Managing the Change from Present Results to Desired Results 225 Transition Management Plan 226 The Paradox of Building Commitment Through Pain 231 Define Key Roles for Change 234 Develop Sponsorship 241 Preparing Change Agents and Advocates 244 Managing Resistance Effectively 247 Force Field Analysis 250 9 Scoping And Scanning The Organization: What Means Will Achieve The High Payoff Results 257 Chapter Goals 257 Scoping and Scanning 258 SWOT Analysis 259 Analyzing the Business Logic 271 The Relationships Among the Business Logics 284 The Cultural Screen 286 10 Delivering High Payoff Results 308 High Payoff Results 310 Fourteen Steps to Useful Results and Performance 319 A General Problem Solving Process Model 327 Avoiding Success 328 Summary 330 Appendix A: Paradigm Shift for Teaching/Learning 331 Appendix B: A Glossary and Classification of Terms and Tools 341 Appendix C: A Suggested Code of Professional Conduct for Defining and Delivering High Payoff Results 355 References 363 Index 373 About the Authors 383 About the International Society for Performance Improvement 387
Rezensionen
"If your looking for a straightforward approach to strategic planning, then I recommend Strategic Planning for Success." (IACET, May 9, 2003)
"Most line managers would benefit form studying this book." (Business Process Trends, June 2003)
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