They must
commit passionately to the disciplined management of the changes that
occur along the way toward becoming a customer-focused, high
performance, learning organization. This is true for any business or
non-profit organization, regardless of size.
Our work at the Haines Centre for Strategic Management is based on three main premises, which start with a backwards-thinking approach:
Premise #1: Planning and change are the primary jobs of leaders. The rapidity of change in today's world requires that managers at every level focus on both planning and future change while handling the day-to-day aspects of their jobs. A strategic plan is necessary to focus the organization on a common vision and mission and the strategies required to accomplish them. At the same time, leaders need to be prepared to make changes to that plan as the environment around them changes - competition, regulations, etc.
Premise #2 People support what they help create. A core planning team of 8 to 15 people from the collective leadership should lead the strategic planning and management process, do the hard work, and make the tough decisions. this becomes the Change Leadership Team. A crucial part of leading strategic change is the formation of the Parallel Involvement Process - involving the rest of the management and key stakeholders by gathering their input on all draft documents and gaining their buy-in and ownership of the plan and strategies. They and their teams will be the ones to implement the plan.
Premise #3 Use Systems Thinking to Focus on the Customer. By using Systems Thinking, you focus on outcomes, with the ultimate outcome being to serve the customer. Our approach to strategic planning and management uses a unique, integrated decision-making framework based on systems thinking. It forces you as a leader to think backwards from your future vision, keeping your desired outcomes in mind as you create the strategies and action plans necessary to close the gap from your current state today to where you want to be at some future date.
Visit www.hainescentre.com to read more about this process and download the free article: The ABCs of Strategic Management.
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Recovery Planning "Today's economic picture has been turned inside out, upside down, and backwards. For many years, prior to this latest downturn, organizations coud plot their future direction, their future course of action and their future plans for success".... Download this article authored by one of our Canadian Global Partner, Jim McKinlay. Cut Bureaucracy and Waste Looking for ways to trim expenses? Download this flyerto learn how to find the hidden costs in your business without cutting jobs. One client found more than $3 million the first year! Strategic Thinking Newsletter Get the latest articles on trends, strategies, culture and more. Download it here.
Friday, 19 June 2009 Some good news for a change, from Challenger, Gray and Christmas, Inc. Job cuts actually declined in May for the first time since September 2008! One caveat, though, this is traditionally a slow period and we may see job cuts pick up again in the fourth quarter.
It's lonely at the top. While running your own company has its
merits...you get to call the shots...it also has its drawbacks. One is
that as the leader of the organization you need to do the work of
leadership. Your job is to set the direction, motivate the troops, and
define the vision for the organization. It doesn't mean you can't
include your team in helping to set that vision, but you are the
ultimate decision-maker. After all is said and done, you need to make
the tough choices.
