Strategic Planning for Success
Aligning People, Performance, and Payoffs
By Roger Kaufman, Hugh Oakley-Brown, Ryan Watkins et al.
Strategic Planning for Success
Aligning People, Performance, and Payoffs
By Roger Kaufman, Hugh Oakley-Brown, Ryan Watkins et al.
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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
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- Produktdetails
- Verlag: Wiley & Sons
- 1. Auflage
- Seitenzahl: 416
- Erscheinungstermin: 6. März 2003
- Englisch
- Abmessung: 241mm x 196mm x 27mm
- Gewicht: 1015g
- ISBN-13: 9780787965037
- ISBN-10: 0787965030
- Artikelnr.: 11405136
- Verlag: Wiley & Sons
- 1. Auflage
- Seitenzahl: 416
- Erscheinungstermin: 6. März 2003
- Englisch
- Abmessung: 241mm x 196mm x 27mm
- Gewicht: 1015g
- ISBN-13: 9780787965037
- ISBN-10: 0787965030
- Artikelnr.: 11405136
AND USING NEW ONES: DEFINING AND SHAPING OUR FUTURE. Chapter Goals. Today's
Paradigms. The New Realities. Ignoring the New Realities. Paradigms That
Work. Create a Better Future. Summary. 2. CRITICAL SUCCESS FACTORS FOR
STRATEGIC THINKING THAT WORKS. Chapter Goals. 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. Chapter Goals. 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. Chapter Goals. 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. Chapter Goals. 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. Chapter Goals.
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. Chapter Goals. Why Objectives? Categories
of Objectives. "Smarter" Criteria for High Impact Objectives. Identify Key
Result Areas. Select Performance Indicators. Detecting Non-Smarter
Objectives. Develop Mission Objectives. Summary. 8. CREATING CHANGE: MAKING
SURE THE CHANGE EFFORT REALLY BROUGHT ABOUT CHANGE. Chapter Goals. 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. Develop Sponsorship. 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. Chapter Goals. Scoping and Scanning. SWOT Analysis.
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. Avoiding Success. Summary. 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.
References. Index. About the Authors. About the International Society for
Performance Improvement. How to Use the CD-ROM.
AND USING NEW ONES: DEFINING AND SHAPING OUR FUTURE. Chapter Goals. Today's
Paradigms. The New Realities. Ignoring the New Realities. Paradigms That
Work. Create a Better Future. Summary. 2. CRITICAL SUCCESS FACTORS FOR
STRATEGIC THINKING THAT WORKS. Chapter Goals. 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. Chapter Goals. 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. Chapter Goals. 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. Chapter Goals. 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. Chapter Goals.
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. Chapter Goals. Why Objectives? Categories
of Objectives. "Smarter" Criteria for High Impact Objectives. Identify Key
Result Areas. Select Performance Indicators. Detecting Non-Smarter
Objectives. Develop Mission Objectives. Summary. 8. CREATING CHANGE: MAKING
SURE THE CHANGE EFFORT REALLY BROUGHT ABOUT CHANGE. Chapter Goals. 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. Develop Sponsorship. 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. Chapter Goals. Scoping and Scanning. SWOT Analysis.
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. Avoiding Success. Summary. 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.
References. Index. About the Authors. About the International Society for
Performance Improvement. How to Use the CD-ROM.