Strategic Planning for Success S S (PDF)

Strategic Planning for Success Aligning People, Performance, and Payoffs Roger Kaufman Hugh Oakley-Browne Ryan Watkins Doug Leigh S S kauf_fm.qxd 1/9/03 2:01 PM Page v   kauf_fm.qxd 1/9/03 2:01 PM Page i  kauf_fm.qxd 1/9/03 2:01 PM Page ii  Strategic Planning for Success S S kauf_fm.qxd 1/9/03 2:01 PM Page iii  kauf_fm.qxd 1/9/03 2:01 PM Page iv  Strategic Planning for Success Aligning People, Performance, and Payoffs Roger Kaufman Hugh Oakley-Browne Ryan Watkins Doug Leigh S S kauf_fm.qxd 1/9/03 2:01 PM Page v  Copyright © 2003 by John Wiley & Sons, Inc. Published by Jossey-Bass/Pfeiffer A Wiley Imprint 989 Market Street, San Francisco, CA 94103-1741 www.pfeiffer.com No part of this publication, except as noted below, may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax 978-750-4470, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, e-mail: [email protected]. The materials that appear in the accompanying CD-ROM (except those for which reprint permission must be obtained from the primary sources) may be reproduced for educational/training activities. We do, however, require that the following statement appear on all reproductions: Strategic Planning for Success by Roger Kaufman, Hugh Oakley-Browne, Ryan Watkins, & Doug Leigh. Copyright © 2003 by John Wiley & Sons, Inc. Published by Jossey-Bass/Pfeiffer, San Francisco, CA. This free permission is limited to the reproduction of material for educational/training events. Systematic or large-scale reproduction or distribution (more than one hundred copies per year)—or inclusion of items in publications for sale—may be done only with prior written permission. Also, reproduction on computer disk or by any other electronic means requires prior written permission. Jossey-Bass/Pfeiffer books and products are available through most bookstores. To contact Jossey-Bass/Pfeiffer directly, call our Customer Care Department within the U.S. at 800-274-4434, outside the U.S. at 317-572-3985 or fax 317-572-4002. Jossey-Bass/Pfeiffer also publishes its books in a variety of electronic formats. Some content that appears in print may not be available in electronic books. Printed in the United States of America ISBN: 0-7879-6503-0 Library of Congress Cataloging-in-Publication Data Strategic planning for success: aligning people, performance, and payoffs/Roger Kaufman .. [et al.]. p. cm. Includes bibliographical references and index. ISBN 0-7879-6503-0 (alk. paper) 1. Strategic planning. I. Kaufman, Roger A. HD30.28 .S73964 2003 658.4’012—dc21 2002014802 Acquiring Editor: Matthew Davis Director of Development: Kathleen Dolan Davies Developmental Editor: Susan Rachmeler Editor: Rebecca Taff Senior Production Editor: Dawn Kilgore Manufacturing Supervisor: Becky Carreño Cover Design: Michael Cook Printing 10 9 8 7 6 5 4 3 2 1 kauf_fm.qxd 1/9/03 2:01 PM Page vi  CONTENTS 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 S S vii kauf_fm.qxd 1/9/03 2:01 PM Page vii  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 viii CONTENTS kauf_fm.qxd 1/9/03 2:01 PM Page viii  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, BEING AUDACIOUS, DELIVERING HIGH PAYOFF RESULTS 187 Chapter Goals 187 Why Objectives? 188 Categories of Objectives 193 “Smarter” Criteria for High Impact Objectives 194 Identify Key Result Areas 203 Select Performance Indicators 207 Detecting Non-Smarter Objectives 213 Develop Mission Objectives 218 Summary 221 CONTENTS ix kauf_fm.qxd 1/9/03 2:01 PM Page ix  8 CREATING CHANGE: MAKING SURE THE CHANGE EFFORT REALLY BROUGHT ABOUT CHANGE 224 Chapter Goals 224 Creating and Managing the Change from Present Results to Desired Results 225 Transition Management Plan 226 The Paradox of Building Commitment Through Pain 231 Define Key Roles for Change 234 Develop Sponsorship 241 Preparing Change Agents and Advocates 244 Managing Resistance Effectively 247 Force Field Analysis 250 9 SCOPING AND SCANNING THE ORGANIZATION: WHAT MEANS WILL ACHIEVE THE HIGH PAYOFF RESULTS 257 Chapter Goals 257 Scoping and Scanning 258 SWOT Analysis 259 Analyzing the Business Logic 271 The Relationships Among the Business Logics 284 The Cultural Screen 286 10 DELIVERING HIGH PAYOFF RESULTS 308 High Payoff Results 310 Fourteen Steps to Useful Results and Performance 319 A General Problem Solving Process Model 327 Avoiding Success 328 Summary 330 x CONTENTS kauf_fm.qxd 1/9/03 2:01 PM Page x  APPENDIX A: PARADIGM SHIFT FOR TEACHING/LEARNING 331 APPENDIX B: A GLOSSARY AND CLASSIFICATION OF TERMS AND TOOLS 341 APPENDIX C: A SUGGESTED CODE OF PROFESSIONAL CONDUCT FOR DEFINING AND DELIVERING HIGH PAYOFF RESULTS 355 References 363 Index 373 About the Authors 383 About the International Society for Performance Improvement 387 CONTENTS xi kauf_fm.qxd 1/9/03 2:01 PM Page xi  kauf_fm.qxd 1/9/03 2:01 PM Page xii  LIST OF TABLES AND FIGURES Table 1.1 Early Futurists and Their Landmark Works 5 Table 1.2 Why Paradigms Shift 10 Table 1.3 Fads Checklist 13 Table 1.4 Implications of Ignoring the New Realities 19 Table 1.5 Implications of Ignoring the New Realities in Your Organization 24 Table 1.6 Traditional Planning vs. the High Payoff Results-Oriented Paradigm 29 Table 1.7 Checking Whether Organizations Care 32 Figure 1.1 Progression from Mega to Inputs 36 Table 2.1 Six Critical Success Factors 40 Table 2.2 Checklist for Assessing Strategic Change 42 Figure 2.1 The New Paradigm 45 Figure 2.2 Current Results to Desired Results 46 Table 2.3 Ends Achieved at the Mega, Micro, and Macro Levels 47 Figure 2.3 The Chain of Results 48 S S xiii kauf_fm.qxd 1/9/03 2:01 PM Page xiii