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Strategic Planning and Implementation for 21st Century Organizations


3 Days Workshop    


Learning Objectives -- Learn how to:


1.      Understand Strategy and the Three Phases of Organizational Change

2.      Formulate a mission and vision

2.1.   Decide who we are

2.2.   Understand where we are

2.3.   Understand how to ride The Storms of Chaos

2.4.   Detect the strengths, weaknesses, opportunities, and threats (SWOT) that drive strategy

3.      Plan long-term strategies for organizational competitiveness

3.1.   Use the Drivers of Change to our advantage

3.2.   Get the biggest bang for the buck

3.3.   Formulate strategic plans to improve competitiveness

4.      Execute Our Strategy

4.1.   Deliver results through a full Systems Approach to business, people, and processes

4.2.   Empower others to pull your organization forward with the Seven Attributes of Excellent Management

4.3.   Move strategy to action

4.4.   Monitor and control to ensure positive results


Why Take This Course:


Strategic plans are verbs, not nouns.  They are processes that guide, not documents that restrict.  Strategy is no good without implementation.  Implementation is dynamic or fluid, not static.  A full systems approach to strategic planning and implementation will help your organization to not only survive the future but to own your future.  Obtain and sustain competitive advantage by mastering change and developing, adapting, and aligning strategy with the organizational structure, mission, goals, and vision.


Who to Invite:


·        Professional leaders or those who should be,

·        Those involved in strategic planning, and

·        Those who implement strategic initiatives at an organizational or business unit level.


Workshop Style:

With Enter-Train-Ment (entertaining training) methods and highly facilitated group sessions, participants work in small groups to learn excellent strategic planning tools and techniques and selectively apply them to real life problems.  We will also use a fun pre-course adventure business story, Geronimo Stone, His Music, His Love, and the Mobile of Excellent Management (


The Pre-work Story:



Imagine you inherit your family’s legendary music company but as soon as you take control, everything is threatened by hostile takeover.  You only have two choices, give up and sell now, or fight.  Either way there are no guarantees.  If you sell, your family is set for life and you may even salvage a piece of your history.  Fight for the legacy, and you will likely lose everything including your professional reputation.  Sell and you may lose the respect of those you love most.  The only person who can help you has died, but he left you with a detailed plan.


In this searing drama, learn the seven attributes of “The Mobile of Excellent Management.”  This, the 1st story in the Geronimo Stone Series, takes place at an independent record label in Nashville, Tennessee.  The once-prosperous company is in chaos when its patriarch, Robert “Geronimo” Stone becomes ill and dies.  His family survives the profound personal loss only to face a hostile business war.  They encounter so many challenges, so quickly; that it never occurs to them that there may have been something peculiar about Geronimo’s death.  


The family and remaining junior employees struggle against the compounding challenges of their deteriorating business.  Together, they attempt to stabilize their downward spiraling Blues record label, once the envy of the entire music industry.  They face major organizational change and restructuring, a hostile takeover attempt, subversive senior employees, and more. 


See for yourself how they handle this impossible situation with the help of an unusual “mobile” and insightful messages left by Geronimo.  Hold on as you race headlong from tragedy to threat, to surprise solution, and glorious celebration.  All the while, learn to handle the most perplexing business problems of the 21st Century (

Strategic Planning and Implementation for 21st Century Organizations


Workshop Outline: Although every workshop is customized to fit your organization here is one possible outline.   Each number represents a small module and POD cast.


Day One, Creating Our Vision


1.      Understanding Strategy and the Three Phases of Organizational Change

1.1.   Introducing participates, facilitator, material, and roadmap

1.2.   Explain (Classroom) Theory, Observations, (Small Group) Application Modification, and (Homework) Action

1.3.   Explaining the Three Phases of Change and business life cycles

1.4.   Discovering the “need for” and “benefits of” strategy

1.5.   Defining the components and steps of strategic planning

1.6.   Finding the "Who" and "What" of our strategic plan


2.      Formulating Our Mission and Vision

2.1.   Deciding who we are

1.1.1.Addressing our organization's mission and vision

1.1.2.Identifying our organization's core competencies

1.1.3.Differentiating our organization in the marketplace

2.2.   Understanding where we are

2.3.   Understanding how to ride The Storms of Chaos, 

2.3.1.Riding the Waves of Trends and forecasting

2.3.2.Surviving the Lightning with risk management

2.3.3.Fighting the Storm of competition and other enemy forces

2.3.4.Maximizing the Buoyancy of relationships and allies

2.3.5.Building, fortifying, and navigating our Ship

2.4.   Detecting the strengths, weaknesses, opportunities and threats (SWOT) that drive strategy,

2.4.1.Detecting Opportunities and Threats            Analyzing the Waves of trends, Lightning of the unexpected, the Storms of the enemy, and the Buoyancy of allies            Operating in micro and macro environments            Analyzing how competitive and other environmental factors shape strategy            Identifying the key activities in the value chain            Analyzing your operating and external environment

2.4.2.Recognizing Strengths and Weaknesses            Analyzing our organizational Ship            Understanding the Drivers of Change Model            Applying a resource-based view analysis            Mapping your internal value chain            Identifying competitive differentiators            Evaluating the internal environment/culture, people/human resources/skills, systems/processes, and organizational structure            Auditing internal capabilities            Profiling and benchmarking capabilities            Identifying strengths by function         Recognizing vulnerabilities


Day Two, Planning For Success


3.      Planning Long-term Strategies for Organizational Competitiveness,

3.1.   Using the Drivers of Change to our advantage

3.1.1.Leveraging people

3.1.2.Designing the organizational structure

3.1.3.Improving the internal environment

3.1.4.Improving systems and processes

3.2.   Getting the biggest bang for our buck

3.2.1.Analyzing gaps between current and needed analysis

3.2.2.Using systems thinking to find delays

3.2.3.Identifying Strategic Options            Evaluating factors for choosing strategy            Choosing strategies to meet stakeholder expectations            Mapping strategies to product or market life cycle            Aligning strategies with capabilities of the organization            Selecting appropriate strategic models            Identifying sources of competitive advantage            Pruning Organizations and analyzing  mergers and acquisitions            Leveraging the power of expansion strategies            Pursuing global strategies for sourcing, operations, and marketing         Overcoming barriers through innovation         Leveraging the network effect         Entering new markets

3.3.   Formulating strategic plans to improve competitiveness,

3.3.1.Crafting an action plan to implement strategy

3.3.2.Assessing the feasibility of alternatives

3.3.3.Analyzing and evaluating our options

3.3.4.Ensuring participation and buy-in

3.3.5.Satisfying stakeholder requirements

3.3.6.Conducting gap analysis

3.3.7.Assessing organization characteristics relevant to strategy execution

3.3.8.Determining gaps between current and needed characteristics

3.3.9.Closing the gaps through targeted practice

3.3.10.   Linking strategy to actions

3.3.11.   Responsibilities of strategic plan formulation

3.3.12.   Designing the operating unit plan

3.3.13.   Establishing appropriate milestones

3.3.14.   Managing culture, human resources, skills, processes & structure for strategy execution

3.3.15.   Initiating programs and projects from strategy


Day Three, Executing Our Strategy and Mastering Change


4.     Executing Our Strategy

4.1.   Delivering results through a full Systems Approach to business, people, and processes,

4.2.   Empowering others to pull your organization forward with the Seven Attributes of Excellent Management,

4.2.1.Growing Leaders and Empowering People

4.2.2.Building a Winning Culture

4.2.3.Improving Customer Relationships

4.2.4.Building People and Teams            Motivation            Linking rewards to performance

4.2.5.Developing Skills, Core Competencies, and Problem Solving

4.2.6.Using the Seven Steps to Measuring Performance            Understanding the rules            Knowing the goals            Discovering the criteria related to the goals            Establishing Key Performance Indicators (KPIs)            Collecting data            Analyzing data            Using our findings

4.2.7.Improving Continuously and Mastering Change

4.3.   Moving strategy to action

4.3.1.Maximizing results with applied processes

4.3.2.Adapting budgeting and planning systems

4.3.3.Establishing and maintaining communications

4.3.4.Designing effective information systems

4.3.5.Organizing a structure to execute strategy

4.4.   Monitoring and controlling results

4.4.1.Designing real-time metrics to monitor progress

4.4.2.Monitoring progress with real-time

4.4.3.Sensing and responding to change

4.4.4.Dimensions of strategic control

4.4.5.Detecting changes in assumptions

4.4.6.Coping with a dynamic environments

4.4.7.Adjusting for unanticipated events



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