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Welcome to
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An Integrated Line of Business of The Haines Centre for Strategic Management
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Welcome to
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Instructions: Review this list and make sure you've implemented all those that you need to. Note: *Denotes the “must do's” that are most essential to success. Actually, the more of these you set up, the higher your probability of successful implementation.
| Yes or No | NII (Need It/ Improve It) |
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| *1. | Plan-to-Plan/Executive Briefing and "Engineer Success" (First)–Clarify our three goals of a Strategic Management System |
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| *2. | Parallel Involvement Process throughout the planning and implementation process (key stakeholder involvement) – buy in; stay in – build critical mass for change, especially middle management |
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| *3. | Three-Part Strategic Management System and Systems Thinking–a new way to run your business; the basics; an ongoing process | ||
| *4. | Vision–mission–core values statements in usable formats; "customer-focused" | ||
| 5. | Cultural/values audit and the creation of a culture change action plan–strategic change project | ||
| *6. | Core values and core strategies placed on your performance appraisal form | ||
| *7. | Board of Directors involvement/ownership of the strategic plan | ||
| 8. | Desire to use Key Success Measures for accountability; executive leadership and regular status/communications to all stakeholders | ||
| 9. | A crisp and clear single driving force/positioning and associated rallying cry that is the essence of your vision | ||
| 10. | It is the CEO's personal task to institutionalize this positioning/values ("monomaniac") | ||
| *11. | Key Success Measures (KSM) coordinator/cadre and reporting system | ||
| *12. | Key Success Measures (KSM) Continuous Improvement Matrix fully filled out with targets and measurements | ||
| 13. | Benchmarking vs. highly successful organizations (best practices research) | ||
| 14. | Establishment of an Environmental Scanning System (ESS) with specific accountability and feedback mechanisms | ||
| 15. | SWOT–staff involvement in its development as a reality check | ||
| *16. | Paradigm changes to strategies (listed from ‹ to) and a focused number of strategies | ||
| *17. | Strategic Sponsorship Teams (SST) set up for each core strategy with their own team development established. | ||
| *18. | Annual department planning format using strategies as organizing framework (the "Glue") | ||
| 19. | Use of SBU Proforma Matrix to develop clear financial accountability for business units | ||
| *20. | Three-year business planning for all SBUs to ensure clear competitive strategies | ||
| 21. | Three-year business planning for Major Support Units (Functional Departments) also (by strategies)–WIIFM (especially a strategic HRM Plan for people management) | ||
| 22. | SBU definition to lead organization design philosophy and efforts, focused on the businesses we are in . . . the customers we serve . . . and the employees we empower to do their best | ||
| 23. | Development of a Priority Maintenance System to handle interruptions/new ideas and lack of focus on strategies, business, and product development | ||
| *24. | Large group annual/department planning review meeting (critique/sharing) | ||
| 25. | Strategic Change Project Teams on big, cross-functional strategies/priorities | ||
| *26. | Personal Leadership Plans (PLP)/commitments developed by the CEO and top three executives of the organization; "monomaniacs with a personal mission" | ||
| 27. | War Room with all the changes and time-tables on the wall | ||
| 28. | Contingency planning; what if scenarios on key probable events | ||
| *29. | Annual planning and priority setting first to drive the budgeting process (top three actions per each core strategy); looking at alternative ways to gain funds | ||
| *30. | One day offsite: Plan-to-Implement/Executive Briefing on The Smart Start to Change Management | ||
| *31. | Leading Strategic Change: Enterprise-Wide Workshop; Taught to all management personnel; indepth understanding of change management | ||
| *32. | Install needed key structures for change management, including Strategic Change Leadership Team to guide: – Strategic Planning implementation – all change of any nature The goal is System's Alignment and Integrity |
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| *33. | Yearly Comprehensive Map on the next 12 months' processes/structures of change management | ||
| *34. | Internal and external coordinator/facilitator and cadre for the change process –to support senior management | ||
| 35. | Create a Critical Mass Action Plan to support the vision, with ongoing communications planned throughout–use the Rollercoaster of Changesm | ||
| *36. | A rollout/communications strategy plan with reinforcement materials (PR/HR led) | ||
| 37. | Organization as a system framework; Enterprise-Wide Assesment and diagnosis and a way to ensure System's Alignment, Attunement and Integrity to the Strategic Plan | ||
| *38. | Individual goal setting by all exempt employees tied to the Strategic Plan . . . then a true Performance Management System used and modeled by top management as a way to manage individual performance | ||
| 39. | Conduct HR Strategic Planning (The People Edge) | ||
| *40. | A rewards diagnosis and improvement plan to ensure your rewards/recognition support the strategic direction (both financial and nonfinancial) | ||
| *41. | Set up an Executive/Employee Development Board (EDB) to manage promotions, executive hiring and succession plan, as well as development and training . . . all to support the vision, Strategic Plan, and core values/culture | ||
| *42. | Creating customer value through Business Process Re-engineering (BPR) action plan–Strategic Change Project linked to the customer | ||
| *43. | Professional Management and Leadership Practices (Strategic Leadership Development System/Centering Your Leadership) action plan–Strategic Change Project | ||
| 44. | Monthly/quarterly follow-up meetings to the Change Leadership Team by all departments for all employees; focus on vision, key strategies and rewards/celebrations | ||
| *45. | Strategic Business and job redesign and restructuring action plan to be more customer-focused – Strategic Change Project (Vital Few) | ||
| *46. | Creating customer value thru total quality/service action plan – Strategic Change Project (Vital Few) | ||
| *47. | Annual Strategic Review (and Update) (like an independent financial audit and update of the Strategic Plan/next year's Annual Plan and priorities | ||
| 48. | A Program Management Office (PMO) to manage all this on a Day-Day basis | ||
| *Note: Many, many crucial fail safe mechanisms! |
