Haines Centre for Strategic Management

Welcome to
Centre Consultant Services

Founded in 1990 • Offices in Over 20 Countries
An Integrated Line of Business of The Haines Centre for Strategic Management

Our Unique Position
vs.
The Competition
How We Reinvented Strategic Planning
Strategic Planning
vs.
Strategic Management
21st Century Future Environmental Scan
Our Tier II Expertise and What We Don't Offer
Benefits of a Strategic Management System
Common Mistakes
in Strategic Planning
48 Fail Safe Mechanisms


Cascade of Consistency:
Many Uses of ABC's
Strategic Planning Choices
Business Unit and Department Planning Choices
Cascade of Planning and Change
Leadership System - 12 Part
Creating the People Edge
Enterprise-wide Assessment
(vs. SWOT)

Executive Development


20 Common Mistakes in Strategic Management

Which of these mistakes are you making?

H = yes, all or most of the time
M = yes, at times we do
L = no, we don't make this mistakes

H M L 1. Failing to integrate planning at all levels
H M L 2. Keeping planning separate from day-to-day management
H M L 3. Conducting long-range forecasting only, with extrapolations from the past
H M L 4. Having a piecemeal & separate approach to strategic planning and strategic change
H M L 5. Developing vision, mission, and value statement only/with no effective measures
H M L 6. Having yearly weekend retreats and annual near-term thinking only
H M L 7. Failing to complete an efective implementation process
H M L 8. Violating the “people support what help create” involvement premise, and best practice
H M L 9. Conducting business as usual after doing strategic planning - The SPOTS Syndrome (Strategic Plan On Top Shelf gathering dust)
H M L 10. Failing to make the “tough choices” or suppression of differences of opinions
H M L 11. Lacking a Quadruple Bottom Line, Balanced Scoreboard; measuring activities, not what's important results & success
H M L 12. Failing to define and/or plan for Strategic Business Units And Functional Departments in a meaningful way
H M L 13. Neglecting to benchmark yourself against the competition & Best Practices
H M L 14. Seeing the planning document as an end in itself - missing the need for a yearly Strategic Management System & Cycle
H M L 15. Having confusing terminology, language, and a Bureaucratic Annual Process
H M L 16. Trying to facilitate the process yourself by penny wise and pound foolish when it comes to the use of master consultant/facilitator
H M L 17. Failing to identify, develop, and defend your unique positioning in the marketplace vs. the competition in the eyes of the customer
H M L 18. Failing to adequately involve the CEO, and top management as active leaders of this key process
H M L 19. Isolating yourself from the competitive environment and a failure to do meaningful and regular quarterly
H M L 20. Form and ritual rather than substance