Participant Testimonials
- ‘I was quite impressed with the Strategic Management (Planning and Change) course presented by you and the depth of knowledge which you demonstrated on this topic. I am often critical of such courses and I also had high expectations…you surpassed these expectations. This course helped reconcile my knowledge and ideas with respect to Strategic Management and I am now confident that I could lead other organizations through this process.’
- ‘All of the participants of the Strategic Planning considered the event a huge success. Thank you for sharing your knowledge and expertise with our public service employees.’
- ‘My first impression of Steve was a positive one. The more I deal with him, the more positive it gets. I wish every educator had Steve’s knowledge and enthusiasm. He makes learning fun. He has also gotten our executives to believe in strategic planning.’
- ‘Thanks for everything during our Strategic Planning course last month. Your coaching, leadership, and guidance were much appreciated. You are truly an artist at your craft.’
- ‘Practical, common sense approach, knowledgeable and experienced with strategic planning, high energy.’
- ‘Steve was very informative and extremely helpful. I was very impressed with his honesty and sharing personal experiences. He is very knowledgeable and made the three days highly satisfying!’
- ‘Able to get action and interaction from all. Well done!’
- ‘I enjoyed a number of items about the program. First your professionalism and delivery style were most effective. I also like the flow to your strategic plan process and the tools you provide for implementation. I love a program that I can put to use immediately. Great job!’
- ‘I would like to thank you for the time and expertise you provided so willingly to me and so many others who were exposed to your Strategic Planning course. I appreciate as well the advice and tutoring in the planning area you gave to me in my new position.’
- ‘The best seminar of this type which I have attended. Very effective, thank you, Steve.’
- ‘Steve is one of the few trainers who ‘calls a spade a spade’.
- ‘The comprehensive power of this methodology is unequalled in business literature. It takes all of the popular tools and creates a unique effective context within which all these tools fit and reinforce each other.’
- ‘A solid, do-able approach to planning in an organized way.’
- ‘I wanted to let you know how successful my use of your strategic planning model was in my teaching of the Construction Management course at California State University, Sacramento this past semester. Your program of strategic planning was ideal for the purposes of this course. The simplicity of the model coupled with thoroughness required in the preparation of a viable plan resulted in student plans which were well thought out and highly same time requiring significant preparation and thought about the specific ingredients.’
- ‘Can use the concept of parallel planning immediately-very good resource.’
- ‘Solid design/tested concept/bite-sized learning.’
- ‘The model itself was great. It confirmed in my mind some learning’s I didn’t know that I had and provided a systematic way to accomplish planning.’
- ‘This was as practical and applicable a workshop on Strategic Planning as I think is possible to achieve. I really enjoyed the mix of theory and application, including many examples.’
- ‘The seminar helped me understand the concept of strategic planning and how each part interfaces to produce the final product.’
- ‘Very effective. His reputation preceded him and I was glad to find it was well justified. His credibility was enhanced by his willingness to discuss experiences with other companies. It’s the first one that seems to have universal commitment from the top. Solid job-good knowledge and communication.’
- ‘Skilled, credible instructor/facilitator.’
Sample Workshop Agenda:
Alternative #1 – Two Day
Day 1
| Time | Topics |
| 8:30 | Continental Breakfast |
| 8:30 | Welcome • Purposes • Three Goals • Three Premises • Agenda • Logistics • Wants • Introductions • Personal Cases Listed/Critical Issues Listed |
9:45Break10:00Executive Briefing Overview:
• ‘Management’ and ‘Systems’ concepts; Five phases of Strategic Management (A-B-C-D-E)
• Overview of Strategic Management Ten Steps ‘Backwards Thinking’
• Strategic Planning Choices – Micro/Quick
• KISS – One page document11:15Break11:30Environmental Scan12:15Lunch1:00I. Plan-to-Plan (Step 1):
• Examine Key Tasks – Exercise
• Role in Planning/Change
• Parallel Process
• Finish Plan-to-Plan Tailoring2:30Break2:45Goal #1: Begin to develop a Strategic Plan/Document
II. Ideal Future Vision Developed (Step 2):
• Vision Development
• Mission Development (#2)
• Core Vales Development (#2)4:00Break4:15III. Key Success Measures (Step 3) – Quickly
• How did the day go?
• Homework: Assigned readings/take BOB Assessment5:00End of Day
Alternative #1 – Two Day
Day 2
| Time | Topics |
| 8:00 | Continental Breakfast |
| 8:30 | Day One Issues |
| 8:45 | IV. Current State Assessment (Step 4) • Positioning Assessment |
| 10:00 | Break |
| 10:15 | • SWOT • Business Excellence Architecture (Assessment Exercise) |
| 12:00 | Lunch |
| 1:00 | V. Core Strategy Development (Step 5) • Strategies Defined • Develop your Core Strategies • Strategic Action Items/Cascade to Operations FINISHED WITH STRATEGIC PLANNING! VI. Not Covered. Three-Year Business Plans Developed (Step 6) |
| 2:30 | Break |
| 2:45 | VII. Annual Plans/Budgets tied to Strategic Planning (Step 7) Goal #2: Ensure Successful Implementation VIII. Not Covered: Begin Implementation |
| 3:45 | Break |
| 4:00 | • Take Aways vs. Wants • Go around room (Learnings/Applications) • Wrap up/Celebration/Evaluation |
| 5:00 | End of Day |
Alternative #2 – Two and One-Half Days
Day 1
| Time | Topics |
| 8:00 | Continental Breakfast |
| 8:30 | Welcome • Purposes • Three Goals • Three Premises • Agenda • Logistics • Wants • Introduction/ ‘Good Morning’ – ‘Hey Y’all’ • Personal Cases – Learning community – switch seat? – Write-up case – List on flipchart • ELC Process with each module (learning/applications) • Develop critical issues list for your case* |
| 10:00 | Break |
| 10:15 | Executive Briefing Overview: • Systems concepts: five phases of Strategic Management (A-B-C-D-E) • Overview of Strategic Management Steps ‘Backwards Thinking’ – Systems Thinking • Cascade of planning/Strategic Management System |
| 12:00 | Lunch |
| 1:00 | I. Plan-to-Plan (Step 1): • Environmental Scan – Exercise – Scanning System – 21st Century Planning responses needed |
| 2:15 | Break |
| 2:30 | • Examine key tasks – Parallel Involvement Process • Finish Plan-to-Plan – tailor your needs |
| 3:40 | Quick Stretch – 5 minute break |
| 3:45 | Goal #1: Begin to develop a Strategic Plan/Document II. Ideal Future Vision Developed (Step 2): • Vision development – only as needed by participant wants • Mission development (#2) – Its purposes/uses/its usual problems |
| 4:45 | How did the day go? – Review day’s concepts, debrief day, tools, tips and techniques Three questions: Continue to do…? Do more of…? Do less of…? Homework: Assigned readings/take BEA Assessment/take Core Values Assessment |
| 5:00 | End Day |
*Note: Each step has (1) Lecturette on the key concepts; (2) Activities based on your own situations/cases; (3) Discussions of these real life situations. As well as true stories examples, and handouts of actual cases facilitated by the instructor; and (4) Tools, tips and techniques to facilitate Strategic Management successfully.
Alternative #2 – Two and One-Half Days
Day 2
| Time | Topics |
| 8:00 | Continental Breakfast |
| 8:30 | Day One issues |
| 8:45 | II. Finish core values development (only as needed by participants) – See Enterprise-Wide Change list of suggested ones |
| 9:30 | Break |
| 9:45 | III. Key Success Measures (Step 3) |
| 10:45 | Break |
| 11:00 | IV. Current State Assessment (Step 4) • Positioning Assessment (STAR model) |
| 12:30 | Lunch |
| 1:15 | Current State Assessment (continued) • SWOT and O.T. • Business Excellence Architecture/Baldrige Assessment • Cover extra assessment tools in participant notebook (especially OT) |
| 2:30 | Break |
| 2:45 | V. Core Strategy Development (Step 5) • Strategies defined • Develop your Core Strategies • Strategic Action Items FINISHED WITH STRATEGIC PLANNING! |
| 4:30 | Quick Stretch – 5 minute break |
| 4:35 | Prepare Annual Plan – Your Case – Homework |
| 4:50 | How did the day go? – Review day’s concepts, debrief day, tools tips and techniques Three questions: Continue to do…? Do more of…? Do less of…? |
| 5:00 | End of day: Homework – Take ROC Assessment – Your case |
| Check day three’s start/end time and departure schedule | |
Alternative #2 – Two and One-Half Days
Day 3
| Time | Topics |
| 7:30 | Continental Breakfast |
| 8:00 | Day two issues – Check departure schedule/issues/ending time – Recap workshop days 1 and 2 |
| 8:30 | VI. Goal #2: Ensure Successful Implementation (i.e., cascade it down to operations) – Terminology Issues Clarifies – Work their cases – Realistic timeframe during year to accomplish |
| 9:30 | Break |
| 9:45 | VII. Annual Plans/Budgets tied to Strategic Planning (Step 7) |
| 10:45 | Stretch – 5 minutes only |
| 10:50 | VIII. Begin Implementation – Light overview only (overload?) • Do SP/AP Prototype as Demo – include both the ‘What’ and ‘ How To’ process • ‘Bridging the Gap’ overview – Steps 8, 9 and 10 – including ASR • Conduct Plan-to-Implement (#8) Structures/Rollercoaster – Review Survey • Establish Enterprise-Wide Change Management System (#9) |
| 11:45 | Break |
| 12:00 | • Wants revisited/Sum up key concepts • Take Aways – learnings and application (go around room) – your cases • Wrap up/celebration – Certificates • Evaluation |
| 1:00 | End workshop – boxed lunches available |
Alternative #3 – Three Days
Day 1
| Time | Topics |
| 8:00 | Continental Breakfast |
| 8:30 | Welcome • Purposes • Three Goals • Three Premises • Agenda • Logistics • Wants • Introduction/ ‘Good Morning’ – ‘Hey Y’all’ • Personal Cases – Learning community – switch seat? – Write-up case – List on flipchart • ELC Process with each module (learning/applications) • Develop critical issues list for your case* |
| 10:00 | Break |
| 10:15 | Executive Briefing Overview: • Systems concepts: five phases of Strategic Management (A-B-C-D-E) • Overview of Strategic Management Steps ‘Backwards Thinking’ – Systems Thinking • Cascade of planning/Strategic Management System |
| 12:00 | Lunch |
| 1:00 | I. Plan-to-Plan (Step 1): • Environmental Scan – Exercise – Scanning System – 21st Century Planning responses needed |
| 2:15 | Break |
| 2:30 | • Examine key tasks – Parallel Involvement Process • Finish Plan-to-Plan – tailor your needs |
| 3:40 | Quick Stretch – 5 minute break |
| 3:45 | Goal #1: Begin to develop a Strategic Plan/Document II. Ideal Future Vision Developed (Step 2): • Vision development – only as needed by participant wants • Mission development (#2) – Its purposes/uses/its usual problems |
| 4:45 | How did the day go? – Review day’s concepts, debrief day, tools, tips and techniques Three questions: Continue to do…? Do more of…? Do less of…? Homework: Assigned readings/take BEA Assessment/take Core Values Assessment |
| 5:00 | End Day |
*Note: Each step has (1) Lecturette on the key concepts; (2) Activities based on your own situations/cases; (3) Discussions of these real life situations. As well as true stories examples, and handouts of actual cases facilitated by the instructor; and (4) Tools, tips and techniques to facilitate Strategic Management successfully.
Alternative #3 – Three Days
Day 2
| Time | Topics |
| 8:00 | Continental Breakfast |
| 8:30 | Day One issues |
| 8:45 | II. Finish core values development (only as needed by participants) – See Enterprise-Wide Change list of suggested ones |
| 9:30 | Break |
| 9:45 | III. Key Success Measures (Step 3) |
| 10:45 | Break |
| 11:00 | IV. Current State Assessment (Step 4) • Positioning Assessment (STAR model) |
| 12:30 | Lunch |
| 1:15 | Current State Assessment (continued) • SWOT and O.T. • Business Excellence Architecture/Baldrige Assessment • Cover extra assessment tools in participant notebook (especially OT) |
| 2:30 | Break |
| 2:45 | V. Core Strategy Development (Step 5) • Strategies defined • Develop your Core Strategies • Strategic Action Items FINISHED WITH STRATEGIC PLANNING! |
| 4:30 | Quick Stretch – 5 minute break |
| 4:35 | Prepare Annual Plan – Your Case – Homework |
| 4:50 | How did the day go? – Review day’s concepts, debrief day, tools tips and techniques Three questions: Continue to do…? Do more of…? Do less of…? |
| 5:00 | End Day: Homework – Take ROC Assessment – Your case |
Alternative #3 – Three Days
Day 3
| 8:00 | Continental Breakfast |
| 8:30 | Day Two issues – Check departure schedule/issues/ending time – Recap workshop days 1 and 2 |
| 8:45 | VI. Goal #2’ Ensure successful implementation (i.e., cascade it down to operations) Three-Year Business Plans – Developed (Step 6) – Terminology issues clarified – Work their cases – Realistic timeframe during year to accomplish |
| 10:00 | Break |
| 10:15 | VII. Annual Plans/Budgets Tied to Strategic Planning (Step 7) |
| 12:00 | Lunch |
| 1:00 | VIII. Begin Implementation – light overview only (overload?) • Do SP/AP Prototype Demo – include both the ‘what’ and ‘how to’ process • ‘Bridging the Gap’ overview – Steps #8, 9, and 10 – including ASR • Conduct Plan-to-Implement (#8) Structures/Rollercoaster – Review Survey • Establish Enterprise-Wide Change Management System (#9) |
| 2:15 | Break |
| 2:30 | • Wants revisited/Sum up key concepts • Take Aways – Learning/Application (go around room) – your cases • Wrap up/Celebration – Certificates • Evaluations |
| 4:00 | End Workshop |
Sample Workshop Participant Notebook
Table of Contents
| Step # | Topic | |
| 1 | E | Plan-to-Plan Tasks |
| 2 | A | Create Your Own Future |
| 3 | B | Key Success Measures Defined |
| 4 | C | SWOT Framework |
| 5 | Progressive Strategies | |
| 6 | Strategic Business Units (Three-Year Business Plans) | |
| 7 | Annual ‘Work Plans’/Budgets | |
| 8 | D | Plan-to-Implement (Initial Communications) |
| 9 | Build and Sustain a High Performance Organization (Implementation and Change Management) | |
| 10 | Annual Strategic Review (and update) |