VIII. Summary:
Recap of Key Points and Checklists
RECAP OF KEY POINTS
• Look at your organization as having at least three levels— individual, group, and organization. You will need to cascade your planning and change management down to all levels.
• Strategic and business planning should be at the top of your priority list as you integrate new organizational-change concepts like TQM, business process reengineering, empowerment, and customer service.
• Which of the 15 Strategic Management mistakes have you made?
1. Failing to integrate planning at all levels.
2. Keeping planning separate from day-to-day management.
3. Conducting long-range forecasting only.
4. Taking a random approach to planning.
5. Developing vision, mission, and value statements that are little more than fluff.
6. Having yearly weekend retreats as your only planning activity.
7. Failing to complete an effective implementation process.
8. Violating the “people support what they help create” principle.
9. Conducting business-as-usual after strategic planning.
10. Failing to make the tough choices.
11. Failing to keep a scoreboard; measuring what’s easy, rather than what’s important.
12. Failing to define Strategic Business Units in a meaningful way.
13. Neglecting to compare yourself with the competition.
14. Seeing the planning document as an end in itself.
15. Having confusing terminology and language.
• Which of these are still missing in your organization?
1. Taking an organization-wide, proactive approach to a changing global world.
2. Building an executive team that serves as a model of cross-functional or horizontal teamwork.
3. Having an intense executive-development and orientation process.
4. Defining focused, quantifiable-outcome measures of success.
5. Making intelligent budgeting decisions.
6. Clarifying your competitive advantage.
7. Reducing conflict; empowering the organization.
8. Providing clear guidelines for day-to-day decision making.
9. Creating a critical mass of support for change.
10. “Singing from the same hymnal” in all of your communications.
11. Clarifying and simplifying the broad range of management techniques.
12. Empowering middle managers.
13. Focusing everyone in the organization on the same overall priorities.
14. Speeding up implementation of your core strategies.
15. Providing tangible tools for dealing with the stress of change.
RECAP OF KEY POINTS
• Before you begin the Plan-to-Plan step, make sure you are clear on what it is; i.e., an executive briefing can also be an opportunity to organize your approach to the strategic planning process (educate and organize).
• Be specific and clear on the exact entity you’re going to plan for (organization, geographic community sector, business unit, etc.).
• Identify the key issues upfront that are critical to your organization’s success, as a guide to keeping planning practical. (Use the strategic/organizational assessment to accomplish this.)
• Make sure the top members of your collective leadership are personally ready and committed to leading your strategic planning and change-management process. (In other words, conduct capacity-building through team-building/visionary leadership priorities and skills training, right away.)
• Use Plan-to-Plan as an opportunity to problem-solve potential barriers to strategic/business planning your organization may encounter—before you begin.
• Be sure to scan your organization’s environment, both internal and external, to make certain you’re not trying to create your plan in a vacuum. (SKEPTIC)
• Don’t blindly follow the ten steps of the planning model … tailor your strategic plan in a way that best fits your particular organization.
• Make sure your strategic/business plan drives your budget (i.e., strategic budgeting), not vice versa. Be sure to sequence them over your yearly cycle.
• Your key stakeholders should include anyone who affects or is affected by the organization’s strategic plan.
• Don’t let your planning team grow beyond 14 or 15 individuals.
• Create a staff support cadre to support the planning team.
• Have an experienced strategic/business planning facilitator who can play devil’s advocate and deal with strong egos.
• Incorporate a parallel process to integrate the planning team’s progress with other key stakeholders, inside and outside of the organization. (Communicate … communicate … communicate!)
• Set up clear, mutually agreed-upon ground rules that will be in effect for the entire planning and implementation process.
• Review and reaffirm all commitments to your organization’s plan and the planning process—including the three goals.
• Take 3–5 minutes at the end of each planning day to give yourselves feedback, and try to learn from your experiences. Ask these key questions:
1. What can we continue to do?
2. What can we do more of?
3. What should we do less of?
ACTION CHECKLIST
I. Look before you leap. Hold at least a half-day Executive Briefing, in which all top management executives— including the CEO—learn about and get involved with the planning process. Consider including key stakeholders, as well.
II. Hold a kick-off meeting to share information about the planning process with all key stakeholders, and discuss their roles.
III. Select an external strategic/business planning facilitator to start the planning process, but also set up the staff support cadre right away, so you can eventually have the internal capacity to run this process yourself.
IV. Complete all the Plan-to-Plan tasks, either in a formal, half-day session following the executive briefing session or informally with the CEO and top management team. Use this list of 25 tasks as your checklist:
1. Organization-specifications sheet
2. A high-performance organization mini-survey
3. Pre-work strategic-planning briefing questionnaire
4. Executive briefing on strategic management
5. Personal readiness for strategic management
6. Strategic-planning problems/barriers
7. Readiness actions and steps
8. Organizational fact sheet for strategic planning
9. Strategic issues list
10. Strategic planning staff-support team/needed meetings
11. Planning-team membership
12. Identification of key stakeholders
13. Key stakeholder involvement
14. Initial environmental scanning/current-state assessment required (7 minimum areas)
15. Reinvented Strategic Planning Model tailored to your needs
16. Strategic planning link to budgets
17. Organizational and individual leadership (self-change)
18. Individual commitment
19. Strategic implementation and change commitments
20. Strategic planning updates communicated to others
21. Energizers for meetings
22. Strategic planning meeting process observer
23. Action minutes format
24. Meeting processing guide
25. Closure/action planning
RECAP OF KEY POINTS
• The Ideal-Future Vision step is the first real action step in strategic planning … and one of the recurring key elements for success.
• The first challenge in the Ideal-Future Vision step is to shape an organizational vision statement.
• The second challenge is to develop a realistic mission statement that describes your organization’s desired, unique purpose.
• The third challenge is to develop core values that make up your organization’s culture: “What we believe in.”
• Challenge #4 is to design a rallying cry or driving force that states the essence of your organization—it’s reason for being. It is often better to wait until the end of strategic planning, in order to really clarify the essence of your strategic plan.
• It will be necessary to identify and assess the levels of risk inherent in these challenges.
• Developing a mission can be quite confusing.
1. You might think the “how” is part of the mission. (It is not.)
2. You might fail to focus on the customer.
3. Lack of clarity on “control” vs. “service” in departmental mission statements might not adequately address “control” vs. “service.”
4. You might fail to properly define your “entity” in the public sector.
5. You might just be going through the motions.
• In developing your vision and mission statements, it’s critical that you clearly define your customer in specific terms.
• Every component in the Ideal-Future Vision step is important, as part of an overall, cohesive whole.
• The Ideal-Future Vision is necessary but not sufficient for success. You must go further with the full strategic plan, annual plan, and implementation and change.
ACTION CHECKLIST
1. Develop a vision statement that is far-reaching and expresses your ideal future as an organization/business unit.
2. Create a mission statement that clearly identifies the who/what/why of your organization.
3. Make sure your vision and mission statements relate closely to the day-to-day realities of your organization.
4. As you shape your vision and mission statements, be certain that you keep your customer clearly defined and in focus.
5. Develop a set of core organizational values that you can adhere to, organization-wide, throughout the long-term.
6. Define your current organizational culture and the number of subculture levels throughout the organization.
7. Create an action plan that will help you shape a culture that is consistent throughout the organization.
8. Define your organization’s driving force, so that you can develop an organization-wide, motivational rallying cry.
9. Make sure your organization’s rallying cry contains the essence of your vision, mission, and values statements.
10. Assess the level of risk involved in making these changes … and take an honest inventory of your willingness to change.
RECAP OF KEY POINTS
1. Be sure to reflect the customer’s point of view, both internally and externally.
2. Measure all key elements of your Ideal-Future Vision.
3. Focus on outputs and results—except, possibly, for some crucial benchmarking on processes/systems.
4. Benchmarking vs. the competition may or may not be organization-wide Key Success Factors. However, at the business unit level of the organization, they definitely are Key Success Factors, and should be tracked and evaluated as such.
5. Be careful with competitive benchmarks; rarely do two firms in the same business sector function in exactly the same fashion.
6. Be sure to use the parallel process for Key Success Factors as well; ownership and buy-in are essential.
7. Cost/benefits analysis applies to their development, also. Use readily available data when at all possible.
8. If your vision should change at any point, remember to change your Key Success Factors accordingly.
9. Key Success Factors are often something new; it may take a year or so to get used to working with them and to get just the right measurement. Consider them cast in sand at first, and concrete later. So, don’t publicly broadcast the exact targets too soon.
10. Some Key Success Factors like performance improvements are a long-term process; just tracking and measuring in the first year is an accomplishment. Have patience.
11. Tie your executive bonus/incentive pay and rewards to Key Success Factors. This might be a separate project, but it is vitally important to success.
12. All performance appraisal forms should be tied to your core values (behaviors), as well as to the KSFs/strategies (results).
13. Since these factors are outcomes/results, they are often seen as goals or objectives, and the words can sometimes be used interchangeably. Be clear on your terms.
ACTION CHECKLIST
1. Determine your Key Success Factors/Goal areas, based on vision/values/mission and driving force(s). Do it first individually, then in subgroups, then the total group.
2. Set specific KSF factors and measures (targets) for the end-of-planning horizon (i.e., the year 2005), the baseline year (current year), and even intermediate targets, if possible. (If you don’t have enough time, do these later, but do them— set a deadline.)
3. Assign KSF accountability for each KSF, and also an overall KSF Coordinator for total accountability to collect/report the data.
4. Evaluate your KSFs to make certain they are outputs/results/core values, vs. means-to-an-end. (Means should only be used when ends can’t be measured effectively or the means are absolutely essential.)
5. Define/agree on priorities for the KSFs (i.e., forced ranking of 10 or less).
6. Eliminate the lowest priority KSFs if they are not critical or if you have too many (10 is maximum).
7. If you do not currently have the measure in place, your target for the first year will be to set it up and establish it on an ongoing basis.
8. Wherever possible, be sure to benchmark your KSFs against your competitors’ best practices.
9. Set up the reporting format for KSFs and use it to track ongoing target vs. actual progress.
10. Establish a measurement to find out whether the plan and the total strategic management system has become a practical reality … just like a yearly independent financial audit.
RECAP OF KEY POINTS
• When conducting your internal and external assessments, be willing to honestly accept all findings, not just the positive ones.
• In your internal Current-State Assessment, be sure to include thorough evaluation of these ten points:
1. organization financial analysis
2. core values analysis
3. Key Success Factor analysis
4. organization design
5. business process reengineering
6. management/leadership
7. key human resource areas
8. reward for total performance
9. teamwork
10. core competencies
• In your external Current-State Assessment, be sure to include evaluation of these ten areas:
1. stakeholder analysis
2. organizational life cycle
3. industry structure analysis
4. competitor analysis
5. Strategic Business Unit (SBU) information
6. customer focus
7. market orientation and segmentation
8. value map of products and services (positioning)
9. market share and growth rate
10. product/market certainty
• Be sure to conduct a SWOT analysis (with action implications) as a summary
ACTION CHECKLIST
• Analyze your organizational/business unit finances and core values … evaluate them on their capacity to support your Ideal-Future Vision.
• Study your unit’s design to determine if it will get you where you want to go.
• Evaluate your organizational processes from your customer’s point of view.
• Make sure you have the management and leadership skills you’ll need.
• Look at organizational reward systems, both financial and nonfinancial.
• In conducting your Current-State Assessment (CSA), it is best to do so utilizing cross-functional teams (or other key stakeholders) in order to get a full picture of your organization’s current performance. Prior to starting the assessment, decide which assessment tasks you want to conduct, then set up cross-functional teams to do the actual work.
• Scrutinize the organizational/business unit’s core competencies.
• Identify your external key stakeholders, and decide on your responses to them in order to stay focused on your Ideal-Future Vision.
• Analyze what phases your organizational and industry life cycles are currently in.
• Make an indepth analysis of your competition.
• Be able to explain why each of your units should continue to exist.
• In your market orientation analysis, make sure you’re concentrating on your most profitable customer base. (Also, determine whether your organization is structured around customer-focused units.)
• Develop a Value Map of your products or services, and define their market position.
• Do an indepth analysis of your current market share, and define how much your future market share should be.
• Look closely at each product line; determine the implications or risks inherent in any changes you may make.
• Complete your internal and external Current-State Assessments with a Strengths, Weaknesses, Opportunities, Threats (SWOT) analysis.
RECAP OF KEY POINTS
• Your organization will need to develop a small number (3–7) of core strategies to bridge the gaps between your Ideal-Future Vision and your Current-State Assessment.
• When developing your strategies, consider these newer strategies:
— Flexibility
— Speed
— Horizontally integrated products
— Networks and alliances
— Environmentally improved products
— Mass customization
— Commonization/simplification
— Business process reengineering (BPR)
— Organizational learning
— Employee morale/benefits
— Management and leadership practices
— Roll-ups
— Experiences
— Value-Chain Management
• There are five generic core strategy areas you need to consider:
— Product-driven strategies
— Market-driven strategies
— Financial-driven strategies
— Uniquely-driven strategies
— Employee-driven strategies
• In order to successfully reinvent your strategic planning and implementation process, you must make accommodations for the Rollercoaster of Change we have described in this Guide.
• Also, be sure you integrate “building” as well as “cutting” (i.e., financial only) strategies … Remember, you’ve got to “play to win!”
• Have corresponding Strategic Action Items, prioritized over the next 12 months, for each of your core strategies.
• Create Strategy Sponsorship Teams that will champion each core strategy.
ACTION CHECKLIST
• Make certain your vision/mission/core values and your Current-State Assessment (including SWOT) are final. Then develop your new core strategies.
• Develop a small number (3–7) of core strategies for implementing your organization’s strategic plan. Make sure they serve you in the following ways:
1. They should define your competitive business advantages, leading to long-term, sustainable organizational viability.
2. They should help you select how you define, organize, and grow your Strategic Business Units (SBUs), including which SBUs your organization should create, retain, or eliminate.
3. Core strategies should help you determine your overall organization design and structure, along with individual job design, employee initiatives, and philosophy.
4. Core strategies should act as the “glue” for your yearly objectives, around which you’ll organize your annual planning process.
• Develop core strategies that accommodate change, including cutting and building strategies. Don’t be afraid to be very specific, indicating exactly what you’re changing to, and exactly what you’re changing from.
• Make sure your organization has clarity of any “from–to” paradigm shifts that will result from your new core strategies.
• Finalize your firm’s driving force and Key Success Factors.
• Develop cross-functional teams of change agents—we call them Strategy Sponsorship Teams—led by senior management. Also, assign a senior member of the core planning team to “champion” each core strategy (preferably a volunteer).
• Each strategy should have its own Strategic Action Items (SAIs), to be carried out over the life of the planning horizon. Once SAIs have been agreed upon, set the 3–5 top action priorities for each strategy over the next 12 months. If you have six core strategies with three top priorities each, you’ll have a total of 18 top priority actions (“Must Do’s”).
• As soon as you’ve finished your list of top priority actions, make a list from this of actions to be taken in the next week, month, or quarter … Do NOT sacrifice the implementation of your new strategic plan to hesitation, confusion, or inaction!
• Finally, remember to take each strategic stage through a Parallel Process, giving all levels of your organization’s workforce the opportunity to buy into the plan.
RECAP OF KEY POINTS
• Evaluate your SBUs/MPAs to determine if any are outside your driving force(s) and core strategies/competencies.
• Identify which SBUs/MPAs need to change or be added in order to fulfill your organizational mission statement.
• Make sure you know the risk involved … and have specific plans to deal with it.
• Coordinate every step of your SBU/MPA planning to organization-wide core strategies.
• Limit your new business development searches to no more than 15–20% of your total effort and resources.
• In your 3-year Business Unit Planning, be sure to use the same systems thinking A-B-C-D phase process as was used during overall strategic planning.
• Incorporate new product development in your business unit planning.
• Identify the market segmentation of each business unit planning or service, and develop support strategies that include the four P’s of marketing.
• Be sure to accommodate the support needs of each SBU/MPA business plan.
ACTION CHECKLIST
1. Define the units that currently exist in your organization.
2. Define the present revenue/profitability expectations of each.
3. Delineate the desired future of each unit, along with their future revenue/profits at the end of your planning horizon (Year “X”).
4. Develop selection or exclusion criteria for SBU or MPA selection/exclusion/dropping … especially the customer/market research.
5. Analyze each unit based on that criteria; incorporate some traditional analysis tools as well (i.e., risk/focus/etc.).
6. Force-rank a set of priorities of the remaining units.
7. Analyze these decisions from a holistic perspective … make sure you haven’t lost any core competencies by selective individual decisions.
8. For those units dropped or excluded, make a choice to either say “no” to the customer—or develop strategic alliances/partnerships with others to provide for them.
9. Establish goals/targets for overall organization growth (rates of volume and profitability, etc.).
10. Establish an ongoing system to manage the changes resulting from your prioritization.
11. Develop product/market plans, organization structure, teams, and budgets to achieve your unit targets … then adjust or repeat this cycle where necessary to match resources with targets.
RECAP OF KEY POINTS
• To develop an effective annual plan, you need to make sure everyone focuses on organization-wide core strategies, not on separate department or turf issues.
• Make sure your actions for each core strategy support the top priority strategic action items identified by senior management.
• In the large-group review, your collective leadership should compare all annual plans against your vision, mission, values, strategies, and Key Success Factors.
• During the budget process, allocate funds based on how important the action is to achieving broad goals. Avoid department power struggles.
• It’s important to study and evaluate various proactive approaches to reallocating your organization’s funds.
• Before you cut costs in order to eliminate waste, you need to first define what waste is to you. Waste is anything other than the minimum amount of equipment, people, materials, parts, space, overhead, and work-time essential for added-value in your products or services.
• When seeking structural changes to do business at a lower costs, don’t look only in the “now”—project into the future and consider possibilities from all angles.
• Organizations in the public sector are now looking for ways to be more proactive and raise money themselves—rather than waiting for funding.
• Be sure you have both a performance management system and a rewards and recognition system in place for employee motivation and commitment to your plan.
• In moving from planning to implementation, create a sense of ownership among employees (i.e., a rallying cry contest).
ACTION CHECKLIST
1. Prioritize Strategic Action Items under each strategy; use your core strategies as the organizing principles of your annual plans.
2. Develop departmental annual plans; include all senior department heads.
3. Have your collective leadership (your top 30–50 people) actively participate in a large-group annual plan review and problem-solving meeting.
4. Your top executives (i.e., CEO, President, COO, Executive Director, Superintendent, etc.) should present personal leadership plans spelling out what tasks they will personally do to help guide implementation.
5. At the close of your Large-Group Review, be sure that each participant prepares and presents one or two quick, easy actions for each strategy that they will take over the next two weeks.
6. Review and adopt some of the 10 ways to establish your approach to budgeting and resource allocation.
7. Design a performance management system that enables individuals to set goals based on the strategic plan—as well as to take accountability and responsibility for their part in the overall plan.
8. Create a rewards and recognition system that reinforces employee commitment and rewards contribution—while encouraging individual success with specific, tangible rewards and/or recognition.
9. Bridge the gap from planning to implementation by holding an organization-wide “rallying cry” contest.
RECAP OF KEY POINTS
• At the completion of your strategic/business planning, have a “Plan-to-Implement” Day with two segments: Executive Briefing and Educating; and Organizing Change Tasks.
• Know the difference between simply surviving change, and mastering change; develop viable change mechanisms you control over the long term.
• The first cardinal rule of change is that organizations don’t change … people do.
• The second cardinal rule of change is that you must design and develop structures for managing change that are separate from existing, day-to-day organizational structures.
• If your top management doesn’t set aside the time to manage and lead your change effort … it won’t go far. Employees watch what you do—and what you don’t do—for clues to your real priorities.
• You must prepare for and be ready to consistently manage the four phases in the Rollercoaster of Change because people change at different rates and speeds. The phases are (1) shock and denial, (2) depression, (3) hope, and (4) rebuilding.
• In order for your change effort to succeed, understand that your organization is a living, breathing system; use the “Organization-as-a-System” model to ensure fit, alignment, and integrity.
• When initiating the implementation of your strategic/business plan, be sure to incorporate all ten key change management factors or tasks:
2. Strategic Change Leadership Steering Committee
3. Internal support network
4. Allocate resources for change
5. Yearly comprehensive map of implementation
6. Strategy Sponsorship Teams
7. Key Success Factor tracking
8. Personal Leadership Plans
9. Performance and rewards system
10. Build the necessary support for change (critical mass)
• It is a critical senior management task to check your change management system for its fit, alignment, and integrity to your vision, on a constant basis.
• Conduct yearly recycling of your strategic plan.
• Conduct a yearly follow-up and diagnose overall implementation performance.
ACTION CHECKLIST
1. Develop an initial rollout and communications plan.
2. Establish an organization-wide annual plan reflecting the strategic planning priorities for the first year.
3. Align the budget to reflect the strategic/business planning priorities.
4. Build all department/division/unit annual plans around the organization-wide annual priorities or goals.
5. Set up an ongoing Strategic Change Leadership Steering Committee to manage the change process.
6. Establish a yearly map—or master work plan—for 12-month implementation and follow-up. It should include 3-year business plans for any units or major support departments without these plans.
7. Establish a Key Success Factor monitoring, tracking, and reporting system.
8. Revise your performance and reward system to support your new vision, core strategies, and values.
9. Put an environmental scanning system in place—both yearly and in quarterly Strategic Change Leadership Steering Committee meetings (SKEPTIC).
10. Make sure top management takes an ongoing, active leadership role in your change process.
11. Build an internal support cadre with the expertise and skills to coordinate the strategic plan’s implementation and change management.
12. Make sure key Strategy Sponsorship Teams are set up to build a critical mass for change.
RECAP OF KEY POINTS
• In the Systems Thinking Approach, all Strategic Management is conducted within the four A, B, C, D phases of the systems model:
Phase A—Future outcomes—Where do we want to be?
Phase B—Feedback—How will we know when we get there?
Phase C—Today’s input—Where are we now, and what strategies should guide us?
Phase D—Throughput actions—How do we get there?
• And Phase E—What is/might change in the environment?
• In systems thinking, you always, always focus on the outcomes—especially the key outcome of serving your customers.
• There are six specific ways in which you can apply the four-phase Systems Thinking Approach to Strategic Management:
1. Comprehensive strategic planning
2. Strategic Planning Quick (SPQ)
3. Business unit planning
4. Micro strategic planning
5. Strategic change projects
6. Strategic life planning
• Public sector organizations are finding that they experience many of the same problems that face the private sector, and are beginning to use a business orientation and a systems approach to their planning.
• When public sector firms take a business thinking approach, they will have to deal with contradictions in areas such as these:
— their mandate vs. their mission
— lack of a profit motive
— politicians on Board of Directors
— lack of a customer focus
— no measurements of success
— parallel process = public consultation
— low risk leadership styles
— perceived resource constraints
— lack of staff support for strategic management
— ineffective change management
44 CHECKS AND BALANCES
Instructions: Review this list and make sure you’ve implemented all those that you need to. Note: * denotes the “must do’s” that are essential to success. Actually, the more of these you set up, the higher your probability of successful implementation.
Do we have these?
Yes, No, or NI (needs improvement)
|
______ |
*1. Plan-to-Plan/executive briefing (first), and “Engineer Success”—three goals of a Strategic Management System |
|
______ |
*2. Parallel Process throughout the planning and implementation process (key stakeholder involvement) — buy in; stay in — build critical mass for change, especially middle management |
|
______ |
*3. Three-Part Strategic Management System and Systems Thinking—a new way to run your business; the basics; an ongoing process |
|
______ |
*4. Vision—mission—core values statements in usable formats; customer-focused |
|
______ |
5. Cultural/values audit and the creation of a culture change action plan—strategic change project |
|
______ |
*6. Core values placed on your performance appraisal form |
|
______ |
*7. Board of Directors involvement/ownership of the strategic plan; desire to use Key Success Factors for accountability; executive cooperation and regular status/communications to the Board |
|
8. A crisp and clear single driving force and associated rallying cry that is the essence of your vision; it is the CEO’s personal task to institutionalize this |
|
|
______ |
*9. Key Success Factor coordinator/support network and reporting system |
|
______ |
*10. Key Success Factor Continuous Improvement Matrix fully filled out with targets and measurements |
|
______ |
11. Benchmarking against highly successful organizations (best-practices research) |
|
______ |
12. Establishment of an Environmental Scanning System with specific accountability and feedback mechanisms |
|
______ |
13. SWOT—staff involvement; reality check |
|
______ |
*14. Paradigm changes to strategies (from |
|
______ |
*15. Strategic Sponsorship Teams set up for each core strategy |
|
______ |
*16. Core strategies also used as the Key Result Areas on performance appraisals |
|
______ |
*17. Annual planning format using strategies as organizing framework (the glue) — links to strategies — links to values, organizational and individual goalsetting/performance appraisals |
|
______ |
18. Use of SBU Pro Forma Matrix to develop clear financial accountability |
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*19. Three-year business planning for all business units to ensure clear competitive strategies; three-year business planning for Major Support Units also (by strategies)—WIIFM (especially a strategic plan for people-management) |
|
|
______ |
20. Strategic business unit definition to lead organization design philosophy and efforts, focused on the businesses we are in … the customers we serve … and the employees we empower to do their best |
|
______ |
21. Development of a priority maintenance system to handle interruptions/new ideas and lack of focus on strategies, business, and product development |
|
______ |
*22. Large-group annual planning review meeting (critique/sharing) |
|
______ |
23. Strategic Change Project Teams for big, cross-functional ideas |
|
______ |
*24. Personal leadership plans/commitments developed by the CEO and top three executives of the organization |
|
______ |
25. War room with all the changes and time-tables on the wall |
|
______ |
26. Contingency planning; what if scenarios on key probable events |
|
______ |
*27. Annual planning and priority-setting first to drive the budgeting process (top three actions per each core strategy); looking at alternative ways to gain funds |
|
______ |
*28. One day offsite: Plan-to-Implement/Executive Briefing on Change Process |
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*29. Mastering Strategic Change Workshop—simulation taught to all management personnel for indepth understanding of change management | |
|
______ |
*30. Install different structures for change management, including Strategic Change Leadership Steering Committee (SCLSC) to guide: —strategic plan implementation —all change of any nature The goal is system alignment, attunement, and integrity. |
|
______ |
*31. Annual comprehensive map on processes and structures required over next 12-month period for change management |
|
______ |
*32. Internal coordinator/facilitator and support network to support senior management |
|
______ |
33. Create a critical mass action plan to support the vision, with ongoing communications planned throughout— use the Rollercoaster of Change concept |
|
______ |
*34. A rollout/communications strategy plan and reinforcement materials (PR/HR-led) |
|
______ |
35. Organization-as-a-System framework (Organizational Systems Model); diagnosis and a way to ensure system alignment and integrity to the Strategic Plan—use the Wheel of Detail concept |
|
______ |
*36. Individual goals set by all exempt employees tied to the Strategic Plan … then use and model a true performance management system as a way to manage individual performance—part of HR strategic planning (the people-edge) |
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*37. A rewards diagnosis and improvement plan so that your rewards support the strategic direction (financial and nonfinancial) | |
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______ |
*38. Set up an Executive Development committee or board to manage promotions, executive hiring, and succession plan, as well as development and training |
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______ |
*39. Creating customer value through business process reengineering action plan—strategic change project |
|
______ |
*40. Professional management and leadership practices (strategic leadership development system) action plan—strategic change project |
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______ |
41. Quarterly follow-up meetings with the Committee, all departments for all employees; focus on vision, key strategies, and rewards/celebrations |
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*42. Organization and job redesign and restructuring action plan to be more customer-focused—strategic change project |
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*43. Creating customer value through total quality/service action plan—strategic change project |
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*44. Annual strategic review and update (like an independent financial audit and update) of the Strategic Plan next year’s priorities |
to) and a focused number of strategies*These are crucial fail-safe mechanisms!
Ten Key Meetings, Events, Training Programs, and Structures
1. Visionary Leadership Practices training — senior management and middle/first-line managers
2. Mastering Strategic Change training—senior management and middle/first-line managers
3. Strategic Change Leadership Steering Committee—meeting bimonthly
4. Weekly Executive Committee meetings/quarterly employee development committee meetings
5. Strategy sponsorship teams and parallel process meetings with key stakeholders
6. Internal cadre support—regular meetings
7. Teamwork and cross-functional team building training and development—all levels
8. Plan-to-implement meeting
9. Operational planning, large-group annual review meetings, and a strategic budgeting process
10. Annual Strategic Review and Update
Ten Big Change Project Tasks
1. Communications/rollout of the strategic plan
2. Key Success Factor development, tracking, and reporting
3. Performance Management Improvement
4. Rewards and appraisals revamped
5. Total Service Management/customer-focused organization-wide
6. TQM for all products/organizational-wide, as well
7. Annual strategic assessment
8. Organization redesign and restructuring
9. Blow out bureaucracy and waste
10. Build a total succession—career—management development system