Strategic Planning for Success - Aligning People, Performance, and Payoffs

Zusatztext "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) Informationen zum Autor 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. Klappentext Written by the renowned strategy researcher and consultant Roger Kaufman and Hugh Oakley-Brown, Ryan Watkins, and Doug Leigh, Strategic Planning for Success is a practical guide that defines, relates, and integrates what you and your organization must know, do, and deliver to for genuine performance improvement. Zusammenfassung Based on the lifetime work of Dr Kaufman, this book guides the reader through the design and development of sustainable strategic thinking and organizational alignment, all viewed through the lens of organizational commitment on three key levels: micro (the individual), macro (the organization itself), and mega (external clients, society). Inhaltsverzeichnis 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 "Sm...

Sommario

List of Tables and Figures.
 
Preface.
 
Introduction.
 
1. BUSTING OLD PARADIGMS 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

Relazione

"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)

Dettagli sul prodotto

• Autori: Hugh Oakley Browne, R Kaufman, Roge Kaufman, Roger Kaufman, Roger (Florida State University) Kaufman, Roger (Florida State University) Oakley-B Kaufman, Roger Browne Kaufman, Roger Oakley-Browne Kaufman, KAUFMAN ROGER BROWNE HUGH OAKLEY, Doug Leigh, Doug (Pepperdine University) Leigh, Hug Oakley-Browne, Hugh Oakley-Browne, Hugh (Human Performance Technology Consultancy) Oakley-Browne, Ryan Watkins, Ryan (George Washington University) Watkins, Ryan e Watkins
• Editore: Wiley, John and Sons Ltd
• Lingue: Inglese
• Formato: Copertina rigida
• Pubblicazione: 11.04.2003
• EAN: 9780787965037
• ISBN: 978-0-7879-6503-7
• Pagine: 416
• Categoria: Scienze sociali, diritto, economia > Economia > Management