Team Building Inside 4 Strategy Planning
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Strategic Planning
A clear, concise textbook on strategic planning using an interactive process from a leadership perspective that covers business, not-for-profits, and public entities.
Achieve Your Organization’s Strategic Plan
For an enterprise to achieve its vision, mission, and strategic objectives, every team within the organization must do its part. But without a Team Management System (TMS), it can be challenging to keep teams moving in the same direction. A strong TMS, like the Right-Minded Teamwork (RMT) model taught in this book, guides teams to operate more smoothly and efficiently. Your TMS ensures every team in the enterprise is working towards strategic goals with focused clarity, allowing your organization to achieve a higher percentage of its strategic goals year over year. By following RMT’s four-phase TMS rollout plan, you can create and deploy your own Team Management System, align teammate attitudes and work behavior with company values, and bring your entire organization together to work as one as you achieve your strategic plan. What Is This Book About? Right-Minded Teamwork (RMT) is a real-world, team-building method that teaches teammates how to successfully address and resolve issues in an accountable, lasting way. When interpersonal conflicts and process issues occur, Right-Minded teammates seek solutions that allow them to do no harm and work together as one to achieve team goals. In this book, you will learn the RMT approach to establishing an effective, enterprise-wide TMS. In addition to detailed guidance on implementing each of the four phases of RMT’s TMS model, you will also find operation agreements, charters, and specific actions to take for the first 90 days and beyond. Within the first six to 12 months, your RMT TMS will begin paying for itself, and within the first year, your TMS will demonstrate enterprise-wide gains. How RMT’s TMS Works: Four Phases RMT’s TMS operates much like your employee performance management system but on a team level. Every team in the enterprise sets performance goals that align with the enterprise’s strategic plan. Then, each quarter, teams measure and report their progress towards achieving their stated goals. To create and deploy your TMS, RMT recommends a four-phase approach: Phase 1: Executive Leadership launches the TMS In this initial phase, Right-Minded Teamwork is implemented in the executive team. RMT is adopted as the enterprise’s standard teamwork process, and leadership establishes a Steering Team that will launch and initially manage the TMS. Phase 2: Steering Team creates, organizes, and pilots the TMS Here, the newly-established Steering Team creates the enterprise’s startup TMS, chooses team facilitators, pilots the startup TMS in a few teams, and fine-tunes the TMS in preparation for a broader enterprise rollout. Phase 3: Teams measure and report performance; rollout expands to more teams Within three to four months after startup, the first quarterly TMS results are reported. The TMS is rolled out to more teams over the following 12 to 18 months. Within 12 to 24 months, TMS quarterly reports demonstrate beneficial enterprise results. Phase 4: Full rollout complete; TMS continues for growth and sustainability Eventually, the TMS is rolled out across the organization, and all teams participate. At this time, with the executive team’s support and guidance, the Steering Team is transformed into a stable growth and management phase. The entire organization continues to use and benefit from the TMS. When a single team within an organization works together as one, they are effective and productive, but when an enterprise works with the same level of synergy, it is exponentially more powerful.
Strategic Planning, Execution, and Measurement (SPEM)
Although there are countless books available on strategic management, there are few, if any, that supply practical coverage of strategic planning, execution, and measurement—until now. Considering the entire value chain, this book covers the complete process of strategic planning, execution, and measurement. Based on three decades of field-tested experience, Strategic Planning, Execution, and Measurement (SPEM): A Powerful Tool for CEOs provides both a consultant’s view and an entrepreneurial approach to strategic planning, execution, and measurement. Walking you through the process, it begins by defining world-class status, visions, missions, business models, and value chains. Next, it discusses the two most important prerequisites of strategic planning and includes a questionnaire to help you evaluate operations, systems, and structure in your organization. The book provides a matrix of 25 parameters for assessing the status of your organization that can help to pinpoint the perceptional gaps between top executives and owners. It includes a strategy bank with 150 generic strategies in the five performance areas of business and identifies methods for monitoring strategy execution that provide early warning signals. It also introduces the Entrepreneurial Score Card, a tool for improving the impact of strategic planning and execution in your organization. Detailing the structure and preparation process for the strategic plan, the book illustrates the financial impact of strategy execution and explains the various financial monitoring parameters used in the performance cards of individual employees. It concludes by describing an entrepreneurial approach to strategic planning and with a comprehensive case study that illustrates the entire strategy formulation process and its conversion into an annual budget. This book is ideal for CEOs, CFOs, COOs, business owners, heads of business verticals, heads of corporate planning or strategy, functional heads, teachers, students, and practicing consultants in the area of strategic planning.