Index

AM/PM Mini Marts, 78

Analytic thinking, 22

Annual department plans, 104

Annual plans, 9, 38, 89–92, 126

action checklist, 155

format, 92, 129

recap, 154

Annual strategic review, 10–11, 123–124, 129

Apple, 66, 78

The Balanced Scorecard, 52

Banff Center for Management, 117

Benchmarking, 104, 142

Best-practices research, high-performance work organization, 76

BFI, 78

Boeing, 68

Briefings, 32, 40, 93, 125, 136, 138, 156

Budget(s), 9, 89–92 action checklist, 155 cuts, 27, 80 recap, 154

Business plan, 8–9, 107

customizing, 36–39

developing, 29–35, 40

Business planning, 85–88. See also Strategic planning; Three-year business planning reinventing, 133–135

vs. strategic planning, 24, 56

Business process reengineering, 5, 27, 48, 61, 80

Business processes, 67–68

Buy-in, 12, 14, 106

Cascade of planning, (illus.) 87–88, 91

Centre for Strategic Management, 130

CEO, role in strategic change, 112, 117–118

Change, 26

implementation of, 116–122

leadership and, 6–11

reality of, 1–2

Change efforts, reasons for failure, The 96–101

Change management, fail-safe mechanisms, 161–165

Change process, 70

Choice, 50

Coach, 120

Competitive edge, 50

Comprehensive map, 10, 107, 124

Consultants, external, 32–34, 99, 123

Core strategies, 61, 63, 77–84, 108, 118, 128

Core strategy development

action checklist, 150–151

recap, 148–149

Core values, 42, 43, 62

assessment, 71–72

Cost/benefits analysis, 142

Cross-functional teams, 68, 99

Cultural diversity, 100

Current-state assessment, 9, 55–58

action checklist, 146–147

assessment areas, 57–58

recap, 145

Customer focus, 15–18, 26, 118

assessment, 16–17

systems thinking and, 48–50

Customer satisfaction, 1, 52, 59–60

Customer value, 10

creating, (illus.) 7, 50, 60,

(illus.) 95, 123

Customer-focus organization, 36, 44

Customer(s), defining, 41

Daimler-Chrysler, 67, 77

Delivery, 38–39

Drucker, Peter, 117

Educational briefing, 93

Employee Development Board, 103

Employee satisfaction, 1, 52

Empowerment, 87

Environment, 18, 63

Environmental scanning, 32, 110

Excellence, 69

Executive briefing, 32, 40, 125, 136, 138, 156

Executive Committee, 103

External consultants, 32–34, 35, 99, 123

Exxon, 68

Facilitation tips, 167–168

Facilitator, 120

Feedback, 18, 62

Feedback loop, 51–53, 60

Financial viability, 52

Ford, 117

Future, 1–2

ideal, 19

General Electric (G.E.), 66, 68, 77

General Motors (GM), 68, 117–118

General systems theory (GST), 17–18, (illus.) 20, 59

Giant Industries, 59, 73, 77, 87

GM. See General Motors

Goals, 1–2

Gorbachev, Mikhail, 106

Government, core strategies, 79. See also Public sector organizations

GST. See General systems theory

Haines Associates model, 59

Hard Rock Café, 78

High performance, 3–4

creating and sustaining, 10–11

sustaining, 123–124

High-performance organization survey, 75

High-performance work organization, 76

Human resource management systems, 10, 119, 128

IBM, 68

Iceberg theory of change (illus.), 93–96

Ideal future, 29–40

Ideal-future vision, 8–9, 41–50

action checklist, 141

recap, 140

Imperial Corporation of America, 60

Implementation, 3–4, 9–10, 63, 64

meetings, events, training programs, 166

plan-to-implement, 93–115

recap, 159–160

strategy implementation and change, 116–122

In Search of Excellence, 48

Input, 18, 60–63

Internal communications coordinator, 112

Internal staff change management coordinator, 112

Internal staff facilitator, 112

Kaizen, 68

Key stakeholders, 14, 27

Key success factor continuous improvement matrix, 53

Key success factor coordinator, 112

Key success factors (KSFs), 8, 51–53, 62, 129, 154, 158

action checklist, 144

recap, 142–143

Kieretsus, 66, 78

KISS method, 84, 107

Kroc, Ray, 48

KSFs. See Key success factors

Large-group review meeting, 89, 129, 155

Large-scale organizational change (illus.), 105

Lawlor, Ed, 129

Leadership, 10, 103, 118

competencies, 13

visionary, 12–13

Leadership practices workshop, 126

Living Systems, 23

Living systems, 23–24

Major program areas (MPAs), 9, 85, (illus.) 86, 151

Management, managing change and, 6–11

resistance by, 97

Marriott, J. W., 48

McDonald’s, 48

Measurement and benchmarking team, 104

Meetings

implementation, 166

large-group review, 89, 129, 155

Micro strategic planning, 8, 159

Microsoft, 66, 78

Middle manager skills, 99

Miller, James G., 23

Mission, 43, 62, 140, 141

Mission statement, 41

Mission-development triangle exercise, 45

MPAs. See Major program areas

Nissan, 78

No-Excuses Management, 96

Nordstrom, 48

Operational indicators, 52

Operational planning, 9, 63

Organization, as a system, 18, (illus.) 65

model, 10, 59–70, 119, 156

organizational culture and, 69–74

Organization design, 119

Organization structure, 66

Organizational culture, 8

changing, 70

organization as system and, 69–74

Organizational values exercise, 46– 47

Outcome measures, 8, 26, 51–53, 60

Outcomes, 15–18

Output, 18, 62

Ownership, of plan, 12, 14

Pacific Gas & Electric, 108

Parallel process, 8, (illus.) 12–14, 128, 142, 151

Participative management, 98

Partnerships, 66

Performance appraisal, 91, 142

Performance management system, 91, 155

Personal leadership plans, 107

Peters, Tom, 48

Planning team, 12–14

Plan-to-implement, 9–10, 126

action checklist, 158

recap, 156–157

Plan-to-implement day, 107–108

Plan-to-plan, 8, 32–34, 125

action checklist, 138–139

recap, 136–137

tasks, 40

Plan-to-review, 123

Platform teams, 67, 68

Positioning, 43, 50, 118

Proactive organizations, 60

Professionalism, 119–122

Public sector organizations, 154, 159–160

core strategies, 79

Public-private partnerships, 67

Quality, 50

Rainforest Café, 78

Rallying cry, 42, 43, 140, 141, 154, 155

Reactive organizations, 60, 66

Recognition, 91

Reinforcements, 96

Renewals (illus.), 81

Reorganization, 80

Resource allocation, 89–92. See also Budgets

Responsiveness, 50

Reward systems, 91, 146, 154

Rodgers, T. J., 96

Rollercoaster of change, (illus.) 81, 102, 105–106, 118, 148, 156

SBUs. See Strategic business units

Senior management modeling, 99

role in strategic management, 130

Service, 50

Shared vision statement, 41

Six Sigma, 68

SKEPTIC, 63, 99, 136, 158

SPOTS syndrome, 6, 25, 107

SSTs. See Strategy Sponsorship Teams

Star results, 38, 49–50, 60, 124, 128

Status quo, 33, 97

Stay-in, 106

Strategic budgets, 89–92. See also Budgets

Strategic business units (SBUs), 9, 37–38, 85, (illus.) 86, 150, 152, 159

Strategic change, 117–122

projects, 159

structures and roles, 103–104

Strategic Change Leadership Steering Committee, 10, 73, 103, 105, 107, 116, 126, 128, 158, 166

agenda, 113–114, 116

annual strategic review and, 123–124

roles, 112

Strategic life planning, 159

Strategic management

beginning, 125–131

benefits, 26–28

common mistakes, 25, 133– 134

implementation tips, 127–131

levels of living systems, 23–24

phases, (illus.) vii, 19–22

ten-step model (illus.), 30

Strategic management system,(illus.) 28, 130

goals, 2–3

yearly cycle, 115

Strategic plan, 3–4, 8–9, 107

customizing, 36–39

developing, 29–35, 40

Strategic planning, 6–11, 60–63, (illus.) 81. See also Business planning

vs. business planning, 24, 56

common mistakes, 25

conducting, 8–9

customizing, 37–39, 126–127

reinventing, 133–135

Strategic planning quick, 8, 159

Strategy development, 77–84

Strategy implementation, 116–122

recap, 159–160

Strategy Sponsorship Teams (SSTs), 10, 83–84, 103, 108, 112, 123, 128, 149, 151, 158

Sunoco, 66

Support departments, 85

operational planning and, 9

Support staff, 32–34, 103, 110, 128

duties, 35

Support systems, 39

SWOT analysis, 55, 124, 145, 147, 150

Systems

defined, 19

living, 23–24

Systems thinking approach, (illus.) viii, 2–4, 15–18, 21–22

customer focus, 15–18, 48–50

model (illus.), 20

phases, 59–65

strategic management cycle and system, 5–11

visionary leadership practices, 12–14

Teams, 38, 67, 68, 99. See also Strategic Change Leadership Steering Committee; Strategy Sponsorship Teams

Teamwork, 26, 39

Technology Steering Committee, 103

Three-year business planning, 8, 9, 12–13, 85. See also Business planning; Strategic planning

action planning, 153

model (illus.), 31

recap, 152

Three-year business unit plans, 77

Throughput, 18, 63, 64

Total cost, 50

Total quality management (TQM), 5, 27, 48, 61, 66, 117, 166

strategic planning and, 62–63

Toyota, 77, 78

TQM. See Total quality management

Traditional organizations, 60

Trainer, 120

Training programs, 166

Turn-arounds (illus.), 81

The Ultimate Advantage: Creating the High Involvement Organization, 129

Value chain management, 5, 48, 78

Value map, 147

Values, organizational, 46–47

Vision, 1–2, 43, 62, 69, 127, 140, 141. See also Ideal-future vision

Waste, 154

Welch, Jack, 66

WorkOut, 68

Year #1 strategic change process checklist, 107–111

Yearly Comprehensive Map, 10, 107, 124

Yearly cycle, strategic management system, 115

Yearly strategic management cycle, 6, (illus.) 28

Yearly update, 39. See also Annual strategic review

Yeltsin, Boris, 107