November 14, 2017
Denise Harrison What is your twenty-mile march? What are some of your metrics to meet this goal? Please continue reading our blog.

Sincerely,

Denise Harrison

What Is Your Twenty-Mile March?

By Denise Harrison

Denise Harrison Disciplined action is the key to your success - Jim Collins highlighted its importance in a recent speech. How can you use this concept to ratchet up your team's performance?

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Questions & Answers

What role should our Board of Directors play in Strategic Planning?

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Our review of the outside assignments takes a long time and seems to offer marginal benefit versus having team members review documents offline. Do you have any suggestions on how to improve this activity?

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This column is intended to answer common questions related to strategic planning and strategy in general. In each issue we will answer questions posed by seminar attendees, our clients and our readers. Please send your questions to - simplifiedstrategicplanning@cssp.com Mail: CSSP, Inc. PO Box 8272, Ann Arbor, MI 48108

Article Archives

Did you miss these recent articles?

Is There a Reason Why Your Team's Good Ideas for New Products or Services Don't Get Implemented?

By M. Dana Baldwin

Does your organization have a tough time generating and implementing good opportunities for additional services or products? Is there a major roadblock to approving them? We have written multiple articles about the importance of, and the good practices of, good idea generation for organizations. Robert Bradford has published a series of papers on the practices of innovation (See the prior issue of Course and Direction for one of them).

Objectives that get done - how to get better results

By Robert W. Bradford

One of the five key elements of getting better execution from your strategic planning is writing better objectives. Ideally, the objective sets a clear target for implementation that helps focus the team and makes prioritization of action steps easier.

Are Your Goals Causing Bad Behavior?

By Denise Harrison

Wells Fargo continues to reel from its fraudulent practice of opening accounts for consumers - unbeknownst to the consumer. To meet their cross-selling goals, individuals at the bank took to opening accounts to make their quota. Even the homeless were enrolled in fee accruing products.

Why You Should Use an Outside Leader for Your Strategic Planning

By M Dana Baldwin

Strategic planning is a key part of determining the future course and direction of your organization. Doing it well may be one of the most important actions your leadership team will undertake, and this must not be taken lightly.

Types of Profitable Differentiation Value

By Robert W. Bradford

Some people tell me that they don't see much benefit to differentiation in their markets. While there are places that this may be true - high volume grains, anyone? - there are so many paths to differentiation that it's worth examining a few of them to see if they might work in your markets.

Setting the Tone from the Top: Safety and Operational Excellence

By Denise Harrison

"How do you balance worker safety and overall production goals?", asked an audience member at the CEG SMART Manufacturing Conference. Dennis A. Muilenburg, Boeing CEO, answered without hesitation, "We work safely before we think about production."

Strategic plan not complete? Why not? Here are some frequent sources of roadblocks

By M Dana Baldwin

While many strategic planning efforts succeed in developing good, workable strategic plans, why is it that some never complete their work and never get off the ground? What are the factors that lead to teams discontinuing their planning before reaching their goal of setting the course and direction for their organization?

Getting Your Team On Board with Your Strategy

By Robert W. Bradford

Is it difficult to get your team onboard? When I started doing strategic planning, decades ago, I found myself frustrated at how long it took most teams to struggle through the capabilities assessment (Page 3.1 in the Simplified Strategic Planning Manual). Over the years, we've made great progress in speeding up that part of the process, simplifying it to cover the most critical strategic strengths and weaknesses. We've also reduced the time wasted on less-critical capabilities and capabilities where there is little disagreement among team members. This still leaves us with a - sometimes lengthy - discussion over a handful of crucial strategic capabilities.

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