Roger Kaufman, Hugh Oakley-Browne, Ryan Watkins, Doug Leigh

Strategic Planning For Success (eBook, PDF)

Aligning People, Performance, and Payoffs

• Format: PDF

Produktbeschreibung

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.

Produktdetails

• Verlag: John Wiley & Sons
• Erscheinungstermin: 5. August 2003
• Englisch
• ISBN-13: 9780787971311
• Artikelnr.: 37354475

Autorenporträt

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)