| February 2010 | Volume 6 | Issue 2
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“One of the secrets of life is to make stepping stones out of stumbling blocks.”
– Jack Penn
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Reinventing Strategic Planning:
Best Practices Research Report
PROBLEM 9: Silo Departmental Goal Setting
BEST PRACTICE: Importance of Shared Core Strategies as Goals by all Departments
Also, when cascading down the Strategic Plan, the key question is what is the GLUE for the organization to ensure a “line of sight” up and down the accountability chain? We strongly recommend that the Core Strategies become the guide and BUSINESS GLUE for the entire organization each year. This includes using them as The Yearly Goals for all departments to guide the development of their Annual Work Plans (Which would include their Business Level Critical Issues).
Most people know that “less is more” when it comes to developing Core Strategies. We recommend three-seven maximum, in order to focus the organization on the key levers for future success. In addition, we recommend that the top three Annual Action Priorities be developed under each Core Strategy. This second level of focus and leverage is what is needed to guide the entire organization at a very practical level. Thus, Core Strategies need to be shared, just as the traditional Shared Vision and Shared Core Values.
While the following is a detail, we recommend examining our standard landscaped Annual Work Plan Format that starts with each Core Strategy to see what other details and columns you might add as your Action Planning Format.
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State of the Art Systems Thinking Applications
Incorporating Best Practices into Your Life
Improving Team Meetings and Performance
The Systems Thinking Approach to Creating Effective Meetings
By Valerie MacLeod and Stephen Haines,
Haines Centre for Strategic Management
Like many of you, we have spent a large portion of our lives in meetings. Even though we attend many meetings, few of them are well run - meetings can be a waste of time. When one of the authors was an internal consultant, I hated our Friday morning meetings. I did everything possible to stay away from them – I told my boss I had an important deadline, I booked meetings with clients or I “forgot” to show up - all because the meetings were too long, lacked focus, and were a huge waste of my time. I discussed my concerns regarding these regular meetings with my manager and when my concerns were discussed by the management team, I was surprised to discover how many other staff felt the same way. They just didn’t do anything about it. We decided to review the meetings and make them better.
Because we believe that there are many meetings that can be improved, we decided to write this article.
Read more...
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Haines Centre for Strategic Management®
Founded in 1990 - Offices in Over 25 Countries
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Haines Centre for Strategic Management, 1420 Monitor Road, San Diego, CA, 92110
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