Implementing your strategic plan : how to turn "intent" into effective action for sustainable change / C. Davis Fogg.

Format:

Book

Author/Creator:

Fogg, C. Davis.

Language:

English

Subjects (All):

Strategic planning.

Organizational change.

Physical Description:

xii, 433 pages : illustrations ; 26 cm

Place of Publication:

New York : AMACOM/American Management Association, [1999]

Summary:

You may have sweated bullets to come up with a great strategic plan, but the really hard part is yet to come: actually implementing your plan for strategic change.

For a plan to succeed, you've got to effectively orchestrate and direct a diverse range of people, resources, programs, and actions over a sustained period of time and across numerous organizational boundaries. It's difficult, complicated work that allows for no shortcuts and no compromises. And Implementing Your Strategic Plan is the hard-hitting, no-nonsense guide you need to get the job done right.

Implementing Your Strategic Plan is packed with practical, action-oriented principles, tools, and techniques for making your strategic plan a reality. At its core, the book pinpoints and explains the 18 keys to strategy implementation. Derived from both the author's extensive experience and in-depth interviews with CEOs, these are the essential steps for developing and enacting the strategic plan tasks -- and for successfully achieving sustained organizational change.

Contents:

Part I Understanding Strategic Change 1

The Strategic Change Process 3

The Strategic Plan: A Precondition for Change

The 18 Keys to Plan Implementation

Putting It Together: How the Strategic Change Process Plays Out Over Time

The Four-Phase Strategic Change Process

What CEOs Say 37

The Techniques and Insights of First-Class Change Agents

Observations and Surprises

Advice to CEOs

Part II The 18 Keys to Implementing Your Strategic Plan 55

Key 1 Develop an Accountability System 57

Introducing an Accountability System

Isolating the Actionable Elements

Determining Who Is Responsible for the Actionable Elements

Turning Priority Issues Into Program Action Plans Without Getting Overwhelmed: Organization Clutter and the Objectives Maze

Developing Interlocking Scorecards

Key 2 Turn Strategic Priority Issues Into Assigned, Measurable Action Plans 93

What's in an Action Plan

The Action-Planning Process

Top-Team Approval

Action Plan Detail

Potential Problems

Key 3 Embed Departmental Planning 104

The Departmental Planning Process

Putting Together the Annual Departmental Plan

Developing a Complete Departmental Strategic Plan

Key 4 Negotiate Individual Accountabilities 127

Individual Accountabilities

Values and Competencies

A New Take on Job Descriptions

Individual Performance Management Systems

System for Accountabilities: Who Does What, When

Key 5 Change the Organization Structure

Fast 148

Designing Your Organization Structure

Structural Options

Real-Life Results of Structural Change Efforts

Key 6 Change the People

Fast 166

People Issues During the Change Cycle

People as the Key to Implementation

The People Planning Process

Hiring Plans

Collateral Damage or Dividends?

Key 7 Foster Creative Leadership and Mental Toughness 180

Essentials of Leadership

Characteristics of Leaders

Leadership in Five Situations

Leadership and Management: Two Sides of a Coin

Getting the Right Combination of Leadership and Management at Each Level

When It Comes to Leadership, Should You "Build" or "Buy"?

Key 8 Remove Resistance 198

The Basics of Resistance

Types of Resisters

Cost of Resistance

Changing Hard-Core Resisters

Identifying Problem People or Areas

Dealing With Resistance

Dealing With the Go-Alongs

Key 9 Use Teams (Appropriately) 211

Teams and Their Uses

Getting Started With Priority Issue Program Teams

Managing Team Performance

Key 10 Define the Future Culture 234

Organizational Culture

Changing Your Organization's Culture

The Process of Planning and Implementing Cultural Change

Key 11 Allocate Resources Effectively: Putting Your Money and People Where Your Future Is 257

Resource Allocation

Objectives of the Resource Allocation Process

Steps in the Resource Allocation Process

Some Final Thoughts on Resource Allocation

Key 12 Align Your Organization's Work With the Plan

From Top to Bottom 273

What Is Alignment?

Is Alignment an Implementation Tool or a Result?

Are You or Aren't You Aligned?

How Do You Maintain Alignment When Priorities Change?

Key 13 Empower Execution 279

What Is Empowerment?

Why Use Empowerment as a Management Tool?

Who Gets Empowered?

How Much Empowerment Is Enough?

How Do You Design and Implement an Empowerment System?

How Much Control Is Needed?

Key 14 Select, Train, and Develop for the Future

Now 286

Training and Development

The Cost of Ignoring Training and Development

Preplan Training

Immediately Postplan Executional Skills

Long-Term Skills

Leadership Development

Appendix Training Course Outlines

Key 15 Fix Broken Core Processes 318

Process Reengineering

The Redesign Process

Top Team's Roles in Process Redesign

Critical Components of Successful Redesign Projects

Key 16 Communicate to Everyone, All the Time 335

Communication and the Strategic Change Process

Communication Tools

Situational Communication

Key 17 Review Performance 356

The Accounting, the Reckoning: Did We or Didn't We?

The Accountability Cycle

The Tone and Pace of Accountability Meetings

Key 18 Reward Strategic Results 366

Compensation Systems

Designing a Strategic Compensation System

Typical Incentive Plans

Basic Top Management Incentive Plan

The Acid Tests

How to Put Together a Plan

Other Rewards

Part III Putting It All Together 399

The Implementation Process 401

Strategic and Implementation Planning

Organizing to Develop the Plans.

Notes:

Includes index.

ISBN:

0814403948

OCLC:

39627508