What is Diffent About Our Reinventing Strategic Planning For the 21st Century
21st Century
Environment Scan
Environment Scan
New Strategic Management Concepts
(Planning, People, Leadership, Change)
(Planning, People, Leadership, Change)
| 1. | Dynamic environment | 1. | Importance of regular environmental scan – do first |
| 2. | Desire for clear and broader results | 2. | Measurement focused – “quadruple bottom line” |
| 3. | Very complex world | 3. | Simplicity is key – rule of three/of one |
| 4. | More competitive environement/drive to commodity/price only | 4. | Unique position is essential – the right answer does count |
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| 5. | Non-linear future environment/major disruptions | 5. | Ideal Future Vision is place to start, not Current State Assessment |
| 6. | More demanding customers | 6. | “Data-based decision making” – planning team with an external customer orientation are key, not just senior management (support jobs) |
| 7. | More skeptical and less engaged emplyees | 7. | Parallel Process and large group annual department review meeting – maximum involvement of rest of management/key employees |
| 8. | More diverse employee culture, background, ethnicity, age and values | 8. | Glue of core strategies and core values key to Cascade of Planning and Immplementation – with accountability of performance and rewards |
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| 9. | Attention span shorter/more “noise” in the world (concept of entropy – all things run down and die) | 9. | Need for monthly and quarterly progess review meetings and Annual Strateic Review (and Update) – “buy-in and stay-in” are both key |
| 10. | No one has all the answers or skills – how to make sense fo all the books, fads, theories | 10. | Leadership development done concurrently with planning and implementation to stay abreast of new concepts and assimilate the learning for us (Corporate-wide Core Competency #1) |
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| 11. | “Long term” is nothing without “shorter term” successful implementation and change linked to longer term | 11. | Create a Strategic Management System and Annual Cycle as a new way to run the business (Corporate-wide Core Competency #2) |
| 12. | Complexity within all organizations | 12. | Need Strategic Business Redesign for “watertight integrity” – systems view, understanding, and challenge of change (Corporate-wide Core Competency #3) |
| 13. | Faster pace of work and life | 13. | Tailored Strategic Management System to yur unique needs, from “micro” to “quick” to “comprehensive” Strageic Planning |
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| 14. | Faster pace and variety of changes | 14. | Flexibility and agility of implementation are key – “emergent strategies” a way of life (plan is a living, breathing document) |