Synergy Strategic Planning. Chris Alexander
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Название: Synergy Strategic Planning
Автор: Chris Alexander
Издательство: Ingram
Жанр: Зарубежная деловая литература
isbn: 9780970947949
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The success of the Synergy Strategic Planning Model rests on leadership commitment and a critical mass of high-performance teamwork. Successful implementation requires a broad base of committed ownership.
The exercise below begins with the senior executive team followed by a bottom-up exercise completed in groups of 5-20 (depending on the size of your company). Groups should include divisional presidents, vice presidents, operational managers, department heads, and individuals who are centers of influence. Once the groups have successfully completed the exercise, each group will have a first draft of an internal vision, values, and goals statement. Each group’s first draft will be the input into a coordinated final mission statement.
The Exercise
In your respective chosen groups, begin by writing out a vision statement, followed by carefully choosing a clear set of core values and the goals needed to make them a reality. I recommend that each participant begin by writing out a personal vision statement, a personal set of work-related values and broad-based goals and then from the combination of these three, construct a personal mission statement. Personal mission statements should then be shared as input to form a first draft internal vision, values, and goals statement for their group. Further on in this chapter is a series of well-constructed questions provided to assist groups in defining their draft statements. Once each group has concluded this foundational work, construction of a draft mission statement can be completed. A high level of patience is required, and time should be taken to think through each step. A mission statement becomes real or fictitious, depending on whether or not the group can live up to it.
Draft mission statements from all groups are forwarded to and consolidated by a designated mission statement team who then proceeds to construct an overall synergized “shared destiny” internal statement.
After a final review by all participants it can be posted throughout the organization via internal emails, communications, and Intranet. Now the work of company-wide ownership begins. Successful buy–in requires building daily awareness, and a high level of communication is paramount. All education and training should be designed to help employees understand their role in the attainment of the mission. All organizational improvement needs to be supported with measurement, alignment of systems, reward, and reinforcement. As the team progresses and success is achieved internally—and ownership is apparent—an external mission statement can be considered, but don’t stray from your core beliefs. Your strength and power is in the authenticity and the integrity of company-wide ownership.
Below are the four strategic steps that form the basis for the construction of an internal mission statement:
Figure 3. Synergy Internal Mission Steps.
The Vision Statement
A vision statement is a statement about where an organization sees itself within the next five to ten years, taking all its potential for accomplishments into account.
A vision is the dream picture of the business. Henry Ford had a vision of a car in every garage. Steven Jobs had a vision of a computer in every home. John F. Kennedy dreamed of a man on the moon, and Martin Luther King Jr. so eloquently shared his vision through his famous “I have a dream” speech.
To visualize the future and then set up plans to make it a reality is a powerful motivational tool.
Dreamers are the saviors of the Universe.
JAMES ALLEN
Vision Guidelines:
1. Is the vision realistic?
Having dreams and turning them into reality is a major source of human motivation. Dreams give us hope for the future and build possibilities of meaning and fulfillment in our lives. Turning a dream into a clearly–defined vision requires that we think through all the possibilities, probabilities, problems, and potholes that might inhibit its full realization. Working through them in real time is an extremely powerful and liberating process that inspires great passion as the potential for a dream’s attainment becomes clearer and more apparent.
Questions that clarify a vision:
1. What business are we in?
2. What business do we want to be in?
3. What will our customers want in the future?
4. Who are our real competitors?
5. What are the external influences that can affect our success?
6. What are the internal influences that can affect our success?
7. Does politics influence our future?
8. What are the financial highroad possibilities?
9. What are the financial low-road possibilities?
10. Do we have a financial resources contingency plan?
2. Does the vision take all possibilities into account?
This question is all-important because it examines all the potential possibilities—both positive and negative—as a prelude to success. To be wise in your planning is of great value. Aristotle Onassis, the shipping magnet and billionaire who married Jackie Kennedy, was considered by many to be wise and prudent in the choices he made. He used a great analytical technique that explored all high- and low–road possibilities. When forecasting, predicting, and planning for success, he would ask his executive team a series of “what-if” questions. First, he would list all the what-if factors in the external environment that might influence the success of the plan. Then, he would turn his team’s attention to the internal environment of his business and apply the same technique, asking prudent and searching what-if questions.
Once this internal and external scanning process was concluded in the planning process, the Onassis team would carefully examine how their strategies, judgments, and decisions would impact the ongoing operational effectiveness. Time after time this method paid off handsomely.
There are many benefits to asking the what-if question. This approach, commonly know as scenario planning, allows a team to predict with some degree of certainty what actions need to be taken if certain events happen. It removes surprise, stress, and anxiety, and helps to rationalize decision-making by anticipating possible changes. It eliminates the rush to judgement that often occurs with unexpected blockages. Change then becomes a source of strength rather than a source of stress.
3. Is the vision a good fit for the culture, leadership, and style of your business? СКАЧАТЬ