MindMap-Book-StrategicPlanning

MindMap-Book-StrategicPlanning

• Book-Leadership-StrategicPlanning.pdf/1, -5
• Contents/5, -87
• Acknowledgements/9, -3
• How to use this Handbook/13, -3
• Keys to Success and Facts of Failure/13, 551
• Section I:Guidance/15, 230
• An Introduction toStrategicManagement/17, -9
  • The Strategic Management Model/18, 342
  • What is therole of theseniorleadershipteam/19, 112
  • What are thebenefits ofstrategicmanagement/19, 554
  • What is the firststep towardstrategicmanagement/20, 186
  • How do wedevelop astrategic plan/20, 369
  • How long willit take us tocomplete theplanningprocess/21, 125
  • Caution: Do not begin strategic planning unless/22, -88
• Phase I – Deployment: Completing the Strategic Plan/23, -88
  • Who does whatto complete thestrategic plan/24, -119

    Goal Groups/24, 63

    Whose jobis it to complete the planning-MQ/25, -211

    What isconsensusand why isit necessary/25, 33

    Where canthe seniorleadershipteam gethelp/25, 155

    Caution: During deployment/25, 429

    Advice: Maintain open and candid communication/25, 429

    How is thestrategic plancompleted/26, -58

    What aregoal groups/26, 33

    How are thegoal groupsformed/26, 307

    What willthey do/27, -302

    Can a goalgroup obtainassistancefrom othermembers/27, 520

    How do goalgroups developstrategies andobjectives/28, -211

    How dogoal groupsget their outputback to theseniorleadershipteam/28, -88

    Shouldcross-briefingsbe done atregular staffmeetings/28, 367

    Shouldcross-briefingsbe facilitated/29, -241

    How canthe seniorleadershipteamdeterminewhether thestrategies andobjectives willmeet the goal/29, 216

    Can otherpeople suchas staff, keycustomers, orstakeholdersattend thecross-briefings/30, 33

    Should thegoals andstrategies beprioritized/31, -58

    Should theobjectives beprioritized/31, 186

    Involve mid-level management as active participants/32, 246

    What aresome waysto get feedbackfrom mid-levelmanagers onthe •draft• plan/33, 93

    Should theseniorleadershipteam solicitfeedback fromall employeeson the strategicplan/34, -119,

    What aboutunion leaders?How do we getthem on board/34, -119,

    Shouldcustomers beinvited togive feedbackon the planbefore it ispublished/34, 398,

    When shouldcustomers beinvolved/35, -370,

    How shouldthe feedbackbe incorporatedinto thestrategic plan/35, -53,

    What elseshould beconsideredbeforefinalizing thestrategic plan/35, 384,

    How areoversight andaccountabilityfor theimplementationactionsestablished/36, -146,

    Is a separatebudget neededforimplementingthe strategicplan/36, 52,

    Why do wehave to thinkaboutmeasurementbefore weeven publishthe plan?/36, 290,

    Charge mid-level management with aligning lower-levelplans/37, -279,

    How shouldthe seniorleadershipteam determineif lower-levelplans areneeded?/37, -81,

    What shouldbe included inthe publisheddocument?/37, 355,

    What aboutsharing thestrategic planexternally;what shouldbe included/38, 302,

    Does anythingelse need to beincluded in thepublished plan/39, -229,

    What shouldthe strategicplan look like?/39, -30,

• Phase II – Deployment:Communicatingthe Strategic Plan/41, -138,
  • Assign roles and responsibilities/42, -255,
  • Who does whatto communicatethe strategic plan?/42, -255,
  • Communicate the plan constantly and consistently/43, -71,
  • How shouldthe plan beshared with theorganization?/43, 87,
  • Internal Communication Tools/44, -164,
  • Should the planbe sharedoutside theorganization?/46, 403,
  • External Communication Tools/47, 71,
  • Recognize the change process/48, -260,
  • Once the planis published,what happens?/48, -260,
  • Help people through the change process/49, -116,
  • How can theseniorleadershipteam helppeople throughthe changeprocess?/49, -116,
  • How canmid-levelmanagershelp managechange?/49, 122,
  • How shouldthe seniorleadership teamcommunicatechange?/50, -210,
  • How are thenew guidingprinciplespart of thedeploymentprocess?/50, 544,
  • How can thesenior leadersshow theimportanceof the guidingprinciples?/51, 134,
  • How shouldsenior leadershelp each other•live• theguidingprinciples?/51, 134,
• Phase III – Implementing theStrategic Plan/53, -92,
  • Assign roles and responsibilities/55, -269,
  • Who does whatto successfullyimplement thestrategic plan?/55, -269,
  • Team Hierarchy/58, -153,
  • How shouldseniorleadershipbe involved?/59, 269,
  • Define an infrastructure/60,
  • What type ofinfrastructureis best?/60,
  • How is teammembershipdetermined?/61,
  • Are chartersneeded?/62,
  • Do we need afacilitator forevery team?/62,
  • Link goal groups/63,
  • Why arelinkagesimportant?/63,
  • What makessome teamsmoreproductivethan others?/63,
  • Phase integration of implementation actions withworkload/64,
  • *** How areimplementationplansdeveloped?/64,
  • Involve everyone within the organization/66,
  • Is it importantto link thestrategic planto day-to-daybusiness?/66,
  • How doesimplementationimpact theday-to-daybusiness?/67,
  • But there areexternal forceswe have nocontrol over/67,
  • Is everyoneinvolved ona team?/68,
  • How aredecisionslinked to thestrategic plan?/68,
  • How is thestrategic planresourced?/69,
  • Allocate resources for implementation/69,
  • What resourcesdo we need?/69,
  • How is thestrategic planincorporatedinto thebudgetingprocess?/70,
  • Does thebudget drivethe plan ordoes the plandrive thebudget?/70,
  • What ifresources arenot availableto implementan importantstrategy in theplan?/71,
  • Manage the change processTransitions/72,
  • How do wekeep changesin leadershipfrom changingthe course?/72,
  • Will strategicplanningimplementationchange ourcurrent policiesand procedures/74,
  • Evaluate results/74,
  • How do we trackprogress ofimplementationactions?/74,
  • How do weevaluate results?/75,
  • Is it necessaryto regularlycommunicatethe status ofthe plan?/75,
  • How do wetell newemployeesabout theplan and theirrole in it?/76,
• Phase IV -StrategicMeasurement/77,Black,notBold,notItalic,closed,FitPage
  • Revisiting theStrategic Plan/99,
  • Why revisitthe plan?/99,
  • Who does whatwhen we revisitthe strategicplan?/100,
  • How doesthe seniorleadershipteam knowwhen to revisitthe strategicplan?/101,
  • How long doesrevisiting theplan take?/102,
  • Should weuse the samestrategicplanningprocess asbefore?/103,
  • What shouldthe interviewquestionsaddress?/104,
  • Shouldcustomers beinvited toparticipatethis time?/105,
  • How does therevision affectsuborganizations?/105,
  • Our seniorleader isleaving; doesthat impactwhen and howwe revisit theplan?/105,
  • What aboutother seniorleadership teammemberstransitioning?/106,
  • How do wemore effectivelyintegratemeasurementwith ourstrategicplanningprocess?/107,
  • How do we usemeasurementresults?/107,
  • Should we tryrevisiting theplan on ourown, or shouldwe use strategicplanningfacilitators?/108,
  • So the strategicmanagementprocess can beeven morechallengingthe secondtime around?/108,
  • Planning and Implementation Hierarchy/78,
  • Who does The following are suggested roles and responsibilities:what instrategicmeasurement/80,
  • Why do weneed ameasurementteam?/81,
  • Who shouldbe on themeasurementteam?/82,
  • ***Use measurement to understand the organization/83,
  • How does theorganizationoperate?/83,
  • How doorganizationalmeasurementslink together?/84,
  • What is therelationshipbetween thefour types ofmeasures?/84,
  • Don•torganizationsalready collectthese data?/85,
  • What principlesshould beused to createstrategicmeasures?/86,
  • How do wedevelopstrategicmeasures?/88,
  • How manystrategicmeasuresshould wehave?/90,
  • What datashould wecollect?/90,
  • Can weincorporate themeasures wealready use?/91,
  • We havetargeted only afew areas forimplementationin the first year./92,
  • Use measurement to provide an integrated,focused view of the future/92,
  • How doesstrategicmeasurementfocus everyone•ssights onthe futureorganization?/92,
  • Use measurement to communicate policy/93,
  • How doesstrategicmeasurementchange thepurpose ofmeasurementfrom control tocommunicatingpolicy?/93,
  • How doesstrategicmeasurementprovide anopportunity forempowerment?/93,
  • Do we need tohave a measurefor every goal,strategy, andobjective?/93,
  • We are asuborganization;what measuresdo we need?/94,
  • Update the measurement system/95,
  • How doesstrategicmeasurementprovide anorganizedmethod forreviewingmeasures?/95,
  • How doesstrategicmeasurementhelp theorganizationremain constantin pursuit of itsgoals?/95,
  • How will thedata beevaluated?/95,
  • How doesstrategicmeasurementprovide datato clarify andupdatestrategies?/96,
  • How doesstrategicmeasurementhelp in decisionmaking?/96,
  • How will theresults becommunicatedto theworkforce?/96,
  • How do weovercomepeople•sdislike ofmeasurementand beingmeasured?/97,
  • How are theresults linkedto the strategicplan?/97,
• Case Studies:Strategic Plans at Work/111, -509,-697,0.5
• Case Study:Naval Air Station, Barbers Point/113,
• Case Study:Naval Air Facility Washington/123,
• Guidance for Chartering Teams/128,
• Sample of a Charter for a Process Action Team/129,
• Case Study:United States MilitaryEntrance Processing Command/135,
• Case Study:Center for Veterinary Medicine/147,
• Appendix/157,
• Glossary/159,
• Bibliography/165,
• About the Author/171,
• Strategy-Mapping-for-Learning-Organizations-Ch1/174, -6
  • Strategy Mapping/174, 521